在職場上，員工期待能遇到懂他的伯樂，能讓自己有所發揮，在工作上能願意聆聽所提出的建議或想法；而主管也希望能遇到一個能值得信任的左右手，一同為公司付出並且創造更好的績效。除了下對上的建言以外，主管透過主動的方式，詢問員工關於工作上的想法跟意見，稱之為建言徵詢。根據Sherf, Tangirala和Venkataramani (2019) 研究指出，建言徵詢是提升員工建言行為的關鍵，而且也可協助主管盡早發現問題。而以往關於建言的研究多是以員工自評的方式為主，鮮少從主管的角度來評核員工是否從事建言，事實上，員工所提出的建言，還是需要經由主管的評斷之後，才能被認可。不同來源的評論，是否有所差異？以及何種主管能廣納建言、徵詢員工的意見，均是目前建言行為研究尚待釐清的議題。故本研究將探討建言徵詢和建言行為的關係，從員工和主管角度評估建言行為，以及納入主管的管理自我效能作為調節式中介效果。
本研究採取主管與員工的配對問卷方式進行，共發放181份問卷，回收111份，迴歸分析結果顯示，當主管進行建言徵詢的程度越高時，員工會認為自己有提出建言，同時透過員工自評建言行為，再進一步影響主管評估員工是否提出建言。在員工自評建言行為及主管的管理自我效能的交互作用下，員工自評建言行為對主管評員工建言行為的效果會被主管的管理自我效能所調節，是為負向調節。表示若主管的管理自我效能越高，員工自評建言行為越高並不會使主管評員工建言增加，反之當主管的管理自我效能越低時，員工自評建言行為與主管評員工建言的正向關聯性會被強化。最後本研究亦針對主管的領導能力、組織氣氛營造等提出相關管理意涵與未來研究建議。

In the workplace, employees expect supervisors who can understand them, allow them to be an essential contributor, and be willing to listen to their suggestions or ideas. Besides, supervisors also hope to have trustworthy right-hand employees who can create better job performance. Voice solicitation is an active leaders' behavior that asking employees about their ideas and opinions on the job. According to Sherf, Tangirala, and Venkataramani's (2019) research, voice solicitation is essential for increasing employee's voice behavior, and it can also help supervisors find problems as soon as possible. Previous research mainly focused on employee self-evaluation of voice behaviors. It was rare to evaluate whether employees engaged in suggestions from the perspective of the supervisor. The voice made by employees still needs to be evaluated by the supervisor before they can be evaluated. Are comments from different sources different? Moreover, what kind of supervisor can accept voice and consult to employees. Therefore, this research will explore the relationship between voice solicitation and voice behavior, evaluate the voice behavior from employees' and supervisors' perspectives, and incorporate the supervisor's managerial self-efficacy as a moderating mediator.
This study adopted a matching questionnaire between supervisors and employees. A total of 181 questionnaires were distributed, and 111 were returned. The regression analyses showed that when the supervisor's voice solicitation is higher, employees will also think that they have made suggestions. Besides, the supervisors' rated voice behavior of employees would also be higher. After adding the interaction of employee self-evaluation and the supervisors' managerial self-efficacy, the positive relationship between employees' self-rated voice behaviors and supervisors' rated voice behavior of employees would be stronger when the supervisors' managerial self-efficacy is lower. In contrast, when the supervisors' managerial self-efficacy is higher, the above positive relationship would be weaker. This study also provides relevant managerial implications and future research recommendations for supervisors' leadership ability and organizational climate creating.

國立中山大學研究生學位論文審定書 i
致 謝 ii
摘 要 iii
Abstract iv
目 錄 v
圖 次 vii
表 次 vii
第一章、緒論 1
第二章、文獻探討與假設 4
第一節 建言徵詢與建言行為的關係 4
第二節 員工自評建言對建言徵詢與主管評員工建言的中介效果 8
第三節 管理自我效能在員工自評建言與主管評員工建言的調節效果 9
第四節 管理自我效能調節建言徵詢與主管評員工建言的間接關係 12
第三章、研究方法 14
第一節 研究樣本與施測方法 14
第二節 研究測量工具 17
一、建言徵詢 17
二、建言行為 17
三、管理自我效能量表 18
四、控制變數 18
第三節 共同方法變異處理 19
第四章、研究結果 20
第一節 驗證性因素分析 20
第二節 相關分析 20
第二節 假設檢驗 23
第五章、結論與建議 26
第一節 研究發現與討論 26
第二節 管理意涵 28
第三節 研究限制與未來研究方向 29
參考文獻 31
附錄 36
附件一、主管版本問卷 36
附件二、員工版本問卷 39

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