公司組織努力創造高績效的文化，並努力使自己的員工成為遊戲的佼佼者。作為 組織負責人，管理人員有責任傳達無形的文化價值並產生具體結果。為了實現這 一目標，領導者通過口頭表達和闡明 標準，以授權員工以所需的方式思考和採 取行動。簡單來說，經理人具有創造一種可以影響員工行為和心理的工作場所文 化的能力。但是，在組織層面上，完美主義出版物並未研究由工作場所文化引發 的對完美主義的痴迷。此外，還沒有進行任何調查來了解口語在建立高效績效環 境和管理員工完美主義方面的關鍵作用。因此，本研究的目的是研究組織層面的 文化因素如何以及如何加劇或減輕員工的完美主義。並且，該研究分析了領導者 如何利用公司語言來有效地管理完美主義的願望。
進行了半結構化訪談，以記錄年輕企業專業人士的敘述，並對定性數據進行了嚴格處理。探索構成工作場所文化的要素將極大地促進領導力和組織心理學研究。在實踐中，調查結果將指導管理人員和人力資源團隊重塑公司演說，以引導完美主義並推動員工隊伍發揮潛能。

Corporate organizations strive to create high performing cultures and work their employees towards being top of their game. As organizational leaders, managers hold the responsibility to communicate intangible cultural values and produce concrete results. To achieve this, leaders verbalize and articulate high standards to empower employees to think and act in the desired manner. In simpler terms, managers possess the ability to create a workplace culture that can impact employee’s conduct and psychology. However, obsession for perfectionism triggered by workplace culture has not been examined at an organizational level in perfectionism publications. Moreover, no investigation has been carried out to understand the critical role of spoken words in establishing high performing environments and managing employee’s perfectionism. So, the goal of this research is to investigate what and how cultural factors at an organizational level aggravate or mitigate perfectionism in employees. And, the study analyses how corporate jargon and buzzwords can be exploited by leaders to manage perfectionistic aspirations productively. In practice, the findings will instruct managers and human resource teams on reinventing their corporate-speak to steer perfectionism and propel their workforce towards potency.

論文審定書 i
ACKNOWLEDGEMENTS ii
摘 要 iii
ABSTRACT iv
Table of Contents v
List of Figures viii
List of Tables viii
Chapter 1 1
INTRODUCTION 1
1.1. Research Background 2
1.2. Research Objectives 3
1.3. Research Questions 5
1.4. Organization of study 6
Chapter 2 7
LITERATURE REVIEW 7
2.1. Introduction to Perfectionism 7
2.1.1. Perfectionism: An obsessive pursuit 7
2.1.2. Dimensions of Perfectionism 8
2.1.3. Positive and Negative Perfectionists 9
2.1.4. Motivations for Perfectionistic Strivings or Concerns 11
2.2. Perfectionism in The Workplace 12
2.2.1 Perfectionism and Organizational Psychology 12
2.2.2. Influence of Perfectionism on Work Behavior 13
2.3. Perfectionism: A motif disposition 18
2.3.1. Excellence Seeking and Failure Avoidance Motivations 20
2.3.2. Workplace Culture and Perfectionistic Tendencies 22
Corporate language 23
Flexibility 24
Failure is good 25
Collaborative workplace 25
Chapter 3 27
RESEARCH METHODOLOGY 27
3.1. Introduction 27
3.2. Why a Qualitative Approach ? 27
3.3. Research Design 28
3.3.1. Use of Standard Perfectionism Questionnaire 29
3.3.2. Semi-Structured Interviews 30
3.3.3. Data Collection 31
3.3.4 Interview procedure 33
3.4. Data Coding 34
3.5. Ethics and Confidentiality 35
3.6. Credibility and Trustworthiness 36
Chapter 4 38
ANALYSIS & FINDINGS 38
4.1. Data Analysis 38
4.2. Overview of main themes 40
Thematic Map 40
Theme 1 : People 41
Sub-theme : Managers 41
Sub-theme : Co-workers 44
Theme 2: Words 45
Theme 3 : Performance indictors 51
4.3. Summary 56
Chapter 5 57
DISCUSSION 57
5.1. Theoretical Implications 57
5.2. Managerial Implications 58
5.3. Limitations and Future Direction 59
REFERENCES 61
APPENDICES 67
Appendix A 67
Appendix B 68
Appendix C 70
Interview Guide 70
Appendix D 71
Interview Transcripts 71
Participant 1 : Nainar 71
Participant 2 : Dharani Priya 82
Participant 3 : Chengiz 93
Participant 4 : Marwa 105
Participant 5: Fatine 114
Participant 6: Pete 128
Participant 7: Magnus 140
Participant 8 : Swaroop 151
Participant 9 : Caroline 164
Participant 10 : Vanessa 174
Appendix E 183
Thematic Data Analysis Coding 183
Appendix F 184
Evaluating the analysis 184

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