• Tidak ada hasil yang ditemukan

View of Developing Indicators of organizational citizenship behavior to firm success: An empirical research of hotel businesses in Thailand

N/A
N/A
Protected

Academic year: 2024

Membagikan "View of Developing Indicators of organizational citizenship behavior to firm success: An empirical research of hotel businesses in Thailand"

Copied!
14
0
0

Teks penuh

(1)

›»¦„·‹Ã¦ŠÂ¦¤Äœž¦³Áš«Åš¥

Developing Indicators of organizational citizenship behavior to firm success:

An empirical research of hotel businesses in Thailand

ª«·œÁ¡¦¡Š«r¡´œ›r Wasin Phetphongphan

š‡´—¥n°

„µ¦ª·‹´¥‡¦´ÊŠœ¸ ʤ¸ª´˜™»ž¦³­Š‡rÁ¡ºÉ°1¡´•œµ˜´ªnŠ¸Ê¡§˜·„¦¦¤„µ¦ÁžÈœ­¤µ·„š¸É—¸Äœ°Š‡r„¦ ¨³2)«¹„¬µ

Ÿ¨„¦³š…°Š¡§˜·„¦¦¤„µ¦ÁžÈœ­¤µ·„š¸É—¸Äœ°Š‡r„¦˜n°‡ªµ¤­ÎµÁ¦È‹…°Š°Š‡r„¦›»¦„·‹Ã¦ŠÂ¦¤Äœž¦³Áš«Åš¥ ץčo ­°™µ¤ÁžÈœÁ‡¦ºÉ°Š¤º°Äœ„µ¦Á„ȝ¦ª¦ª¤…o°¤¼¨‹µ„›»¦„·‹Ã¦ŠÂ¦¤Äœž¦³Áš«Åš¥‹Îµœªœ311‡œ­™·˜·š¸ÉčoĜ

„µ¦ª·Á‡¦µ³®r…o°¤¼¨Å—o„n ­™·˜·¦o°¥¨³ ‡nµÁŒ¨¸É¥ ‡nµÁ¸É¥ŠÁœ¤µ˜¦“µœ ­™·˜·­´¤ž¦³­·š›·Í­®­´¤¡´œ›rÁ¡¸¥¦r­´œÂ¨³

š—­°­¤¤˜·“µœ—oª¥ª·›¸„µ¦ª·Á‡¦µ³®r°Š‡rž¦³„°Á·Š¥ºœ¥´œ°´œ—´š¸É­°ŠÂ¨³Ã¤Á—¨­¤„µ¦Ã‡¦Š­¦oµŠ Ÿ¨„µ¦

ª·Á‡¦µ³®r…o°¤¼¨¡ªnµÃ¤Á—¨„µ¦ª·Á‡¦µ³®r¤¸‡ªµ¤­°—‡¨o°Š„´…o°¤¼¨Á·Šž¦³‹´„¬r°¥¼nĜÁ„–”r—¸(ȤȤȤ2/df 1.218, p .052, GFI .953, AGFI .926, CFI .995, RMSEA .026)Ÿ¨„µ¦ª·‹´¥¡ªnµ1)„µ¦Ä®o‡ªµ¤¦nª¤¤º°„´Ÿ¼o°ºÉœ

„µ¦ž„žo°Š°Š‡r„¦‹·˜°µ­µ°¥nµŠ­¦oµŠ­¦¦‡r¨³‡ªµ¤„¦³˜º°¦º°¦oœÄ®o„´°Š‡r„¦ÁžÈœ­¸É¤·˜·°Š‡rž¦³„°…°Š¡§˜·„¦¦¤

„µ¦ÁžÈœ­¤µ·„š¸É—¸Äœ°Š‡r„¦ ¨³2)¡§˜·„¦¦¤„µ¦ÁžÈœ­¤µ·„š¸É—¸Äœ°Š‡r„¦¤¸Ÿ¨„¦³š˜n°‡ªµ¤­ÎµÁ¦È‹…°Š°Š‡r„¦

—´Šœ´ÊœŸ¼o¦·®µ¦›»¦„·‹Ã¦ŠÂ¦¤‡ª¦­nŠÁ­¦·¤Ä®o­¤µ·„Äœ°Š‡r„¦Ä®o‡ªµ¤¦nª¤¤º°Äœ„µ¦šÎµŠµœ „µ¦ž„žo°Š°Š‡r„¦¡¦o°¤š´ÊŠ

¤¸‹·˜°µ­µÁ­¸¥­¨³ ¨³„¦³˜º°¦º°¦oœÄœ„µ¦šÎµŠµœÁ¡ºÉ°Ä®oÁ„·—¡§˜·„¦¦¤„µ¦ÁžÈœ­¤µ·„š¸É—¸Äœ°Š‡r„¦°´œœÎµÅž­¼n

‡ªµ¤­ÎµÁ¦È‹…°Š°Š‡r„¦

‡Îµ­Îµ‡´ :¡§˜·„¦¦¤„µ¦ÁžÈœ­¤µ·„š¸É—¸Äœ°Š‡r„¦ ‡ªµ¤­ÎµÁ¦È‹…°Š°Š‡r„¦

/HFWXUHU 'HSDUWPHQWRI 0DQDJHPHQW)DFXOW\RI 0DQDJHPHQW6FLHQFHV 5DMDEKDW 6DNRQ1DNKRQ5DMDEKDW8QLYHUVLW\

(2)

Abstract

The objective of this study were 1)to develop dimensions of organizational citizenship behavior 2) to investigate the effect of organizational citizenship behavior on firm success.A questionnaire was used for collecting data from 311 chief executive officer and top management of hotel businesses in Thailand.The statistics used for data analyzing were percent, mean, standard deviation, correlation coefficient, second-order confirmatory factor analysis and structural equation model.The congruence the model derived from analysis of data indicated a goodness-of-fit with the empirical data (Ȥ2/df =1.218, p = .052, GFI= .953, AGFI= .926, CFI= .995, RMSEA= .026). The results suggested that 1)cooperating with others, protecting the organization, volunteering constructive ideas and enthusiastic to organization are dimensions of organizational citizenship behavior and 2) organizational citizenship behavior is a positive influence on firm success.Therefore, administrator of hotel businesses should promote

cooperation in the workplace, protecting the organization along with sacrifice for communal and actively working to generate an organizational citizenship behavior, which leads to the success of the firm.

Keywords:Organizational Citizenship Behavior,Firm Success

1. šœÎµ

„µ¦Áž¨¸É¥œÂž¨Š…°ŠÃ¨„µ£·ª´˜œrĜž´‹‹»´œ šÎµÄ®o𻄰Їr„¦˜o°Š¡„´­£µ¡Âª—¨o°¤Äœ„µ¦Â…nŠ…´œš¸É

¦»œÂ¦Š¤µ„…¹Êœ °Š‡r„¦‹¹Š˜o°Š¤¸„µ¦‹´—„µ¦š¦´¡¥µ„¦£µ¥Äœ°Š‡r„¦Ä®o¤¸ž¦³­·š›·£µ¡ Á¡ºÉ°Ä®o°Š‡r„¦¤¸«´„¥£µ¡Äœ

„µ¦Â…nŠ…´œ Becker (1993) ¦³»ªnµ 𦴡¥µ„¦š¸É­Îµ‡´š¸É­»—…°Š°Š‡r„¦‡º°´ 𦴡¥µ„¦¤œ»¬¥r Ž¹ÉŠÅ—o¦´„µ¦¥°¤¦´ªnµ ÁžÈœž´‹‹´¥­Îµ‡´š¸ÉšÎµÄ®o°Š‡r„¦ž¦³­‡ªµ¤­ÎµÁ¦È‹ 𦴡¥µ„¦¤œ»¬¥rœ´Êœ¤¸šµš­Îµ‡´Äœ£µ‡…°Š›»¦„·‹„µ¦Ä®o¦·„µ¦

ÁžÈœ°¥nµŠ­¼Š 𦴡¥µ„¦¤œ»¬¥rnª¥Á¡·É¤…¸—‡ªµ¤­µ¤µ¦™Äœ„µ¦Â…nŠ…´œ…°Š°Š‡r„¦ ¨³šÎµÄ®o„¨µ¥ÁžÈœž´‹‹´¥­Îµ‡´˜n°

‡ªµ¤­ÎµÁ¦È‹…°Š°»˜­µ®„¦¦¤„µ¦¦·„µ¦ (Øgaard, Marnburg, & Larsen, 2008)

›»¦„·‹„µ¦¦·„µ¦¥n°¤‡µ—®ª´ŠÄ®o­¤µ·„Äœ°Š‡r„¦Å¤nÁ¡¸¥ŠÂ˜nšÎµ®œoµš¸Éš¸É‹ÎµÁžÈœÁšnµœ´Êœ ˜n¥´Š‡µ—®ª´ŠÄ®onª¥

Á¡ºÉ°œ¦nª¤ŠµœÄœ—oµœ°ºÉœ—oª¥‡ªµ¤Á˜È¤Ä‹ Á¡ºÉ°Á®ÈœÂ„nž¦³Ã¥œr­nªœ¦nª¤…°Š°Š‡r„¦ —´Šœ´Êœœ´„ª·µ„µ¦š´ÊŠ®¨µ¥š¸É«¹„¬µ Á„¸É¥ª„´¡§˜·„¦¦¤°Š‡r„¦ ‹³¤¸„µ¦«¹„¬µ¤»nŠÁœoœÅžš¸É¡§˜·„¦¦¤…°Š¡œ´„еœÄœÁ·Šª„˜n°°Š‡r„¦ Ánœ¡§˜·„¦¦¤„µ¦ÁžÈœ

­¤µ·„š¸É—¸Äœ°Š‡r„¦(organizational citizenship behavior:OCB) Ž¹ÉŠ‹µ„„µ¦ššªœª¦¦–„¦¦¤š¸ÉÁ„¸É¥ª„´¡§˜·„¦¦¤

„µ¦ÁžÈœ­¤µ·„š¸É—¸Äœ°Š‡r„¦œ´Êœ¡ªnµ­nŠŸ¨„¦³š˜n°‡ªµ¤­ÎµÁ¦È‹…°Š°Š‡r„¦Ã—¥˜¦Š(Podsakoff et al., 2000;

Organ, 1988) °¥nµŠÅ¦„Șµ¤Äœ¦·š…°Šž¦³Áš«Åš¥œ´Êœ °µ‹¤¸‡ªµ¤Â˜„˜nµŠ„´‡nµœ·¥¤Â¨³ª´•œ›¦¦¤˜nµŠµ˜·Äœ

Á¦ºÉ°Š…°Š ž´‹Á‹„œ·¥¤ (Individualism)¨³­´Š‡¤¡¹ÉŠ¡µ (Collectivism) °´œ¤µ‹µ„„µ¦Ä®o‡ªµ¤Á‡µ¦¡Ÿ¼o°µª»Ã­ „µ¦¥Îµ Á„¦Š˜n°Ÿ¼o´Š‡´´µ ¨³„µ¦°¥¼nµ˜·¤·˜¦ (Kongsompong, Green, & Patterson, 2009)

—´Šœ´Êœ Ĝеœª·‹´¥œ¸ ʋ¹Š¤»nŠÁœoœÅžš¸É„µ¦¡´•œµ˜´ªnŠ¸Ê…°Š¡§˜·„¦¦¤„µ¦ÁžÈœ­¤µ·„š¸É—¸Äœ°Š‡r„¦Äœ¦·š…°Š

ž¦³Áš«Å𥰴œœÎµÅž­¼n‡ªµ¤­ÎµÁ¦È‹…°Š°Š‡r„¦›»¦„·‹„µ¦Ä®o¦·„µ¦Äœž¦³Áš«Åš¥Ž¹ÉŠ›»¦„·‹Ã¦ŠÂ¦¤ (Hotel Businesses) ÁžÈœ›»¦„·‹¦·„µ¦š¸É¤¸‡ªµ¤­Îµ‡´˜n°„µ¦¡´•œµ¦³Á«¦¬“„·‹Â¨³„µ¦‡oµÄœž¦³Áš«ÁžÈœ°¥nµŠ¥·ÉŠ ÁœºÉ°Š‹µ„›»¦„·‹

æŠÂ¦¤¤¸‡ªµ¤Á„¸É¥ª…o°Š„´°»˜­µ®„¦¦¤„µ¦šn°ŠÁš¸É¥ª „µ¦­nŠÁ­¦·¤„µ¦šn°ŠÁš¸É¥ª…°Š£µ‡¦´“ šÎµÄ®oµª˜nµŠµ˜·Á—·œ

šµŠÁ…oµ¤µšn°ŠÁš¸É¥ªÄœž¦³Áš«Åš¥Á¡·É¤¤µ„…¹Êœ ץĜž¸ 2558¤¸œ´„šn°ŠÁš¸É¥ªµª˜nµŠµ˜·ž¦³¤µ–29.35¨oµœ‡œ

(3)

(¤.‡. –¡.¥.2558) Á¡·É¤…¹Êœ¦o°¥¨³24.3( ¤.‡. –¡.¥.2557) ­¦oµŠ¦µ¥Å—o™¹Š1.68 ¨oµœ¨oµœµš(­£µ°»˜­µ®„¦¦¤

šn°ŠÁš¸É¥ªÂ®nŠž¦³Áš«Åš¥.2558:ÁªÈÅŽ˜r)×¥›»¦„·‹Ã¦ŠÂ¦¤¤¸­nªœÂnЦo°¥¨³30.5 ‡·—ÁžÈœ 5.12 ­œ¨oµœµš ­nŠŸ¨

šÎµÄ®oÁ„·—„µ¦Â…nŠ…´œš¸É¦»œÂ¦ŠÄœ›»¦„·‹Ã¦ŠÂ¦¤ °¸„š´ÊŠ¡§˜·„¦¦¤š¸ÉÁž¨¸É¥œÅž…°Š¨¼„‡oµš¸É¦³¤´—¦³ª´ŠÁ¦ºÉ°Š‡nµÄo‹nµ¥¤µ„…¹Êœ

—´Šœ´ÊœŸ¼o¦·®µ¦‹¹Š˜o°ŠÄ®o‡ªµ¤­Îµ‡´„´„µ¦Ä®o¦·„µ¦…°Š¡œ´„еœÁ¡ºÉ°­¦oµŠ‡ªµ¤¡¹Š¡°Ä‹­¼Š­»—…°Š¨¼„‡oµÂ¨³

‡ªµ¤­ÎµÁ¦È‹…°Š°Š‡r„¦

‹µ„Á®˜»Ÿ¨š¸É„¨nµª¤µÂ¨oª…oµŠ˜oœ Ÿ¼oª·‹´¥‹¹Š¤¸‡ªµ¤­œÄ‹«¹„¬µª·‹´¥ „µ¦¡´•œµ˜´ªnŠ¸Ê¡§˜·„¦¦¤„µ¦ÁžÈœ

­¤µ·„š¸É—¸­¼n‡ªµ¤­ÎµÁ¦È‹…°Š°Š‡r„¦…°Š›»¦„·‹Ã¦ŠÂ¦¤Äœž¦³Áš«Åš¥Ã—¥¤¸ª´˜™»ž¦³­Š‡rÁ¡ºÉ° 1)„µ¦¡´•œµ˜´ªnŠ¸Ê

¡§˜·„¦¦¤„µ¦ÁžÈœ­¤µ·„š¸É—¸Äœ°Š‡r„¦Äœ¦·š…°Šž¦³Áš«Å𥠍³2)«¹„¬µŸ¨„¦³š…°Š¡§˜·„¦¦¤„µ¦ÁžÈœ

­¤µ·„š¸É—¸Äœ°Š‡r˜n°‡ªµ¤­ÎµÁ¦È‹…°Š°Š‡r„¦ ×¥Á„ȝ¦ª¦ª¤…o°¤¼¨‹µ„Ÿ¼o¦·®µ¦›»¦„·‹Ã¦ŠÂ¦¤ Ÿ¨¨´¡›rš¸Éŗo‹µ„„µ¦ª·‹´¥

­µ¤µ¦™œÎµÅžÄoœªšµŠ­Îµ®¦´Ÿ¼o¦·®µ¦®¦º°Ÿ¼oš¸ÉÁ„¸É¥ª…o°ŠÄœ„µ¦„ε®œ—„¨¥»š›r­nŠÁ­¦·¤„µ¦¦·„µ¦…°Š›»¦„·‹Ã¦ŠÂ¦¤

¨³Á¡ºÉ°­nŠÁ­¦·¤Ä®o›»¦„·‹Ã¦ŠÂ¦¤¤¸ž¦³­·š›·£µ¡„µ¦Ä®o¦·„µ¦Â¨³Ÿ¨„µ¦—εÁœ·œŠµœš¸É—¸…¹Êœ

2. Á°„­µ¦š¸ÉÁ„¸É¥ª…o°ŠÂ¨³­¤¤˜·“µœŠµœª·‹´¥

¡§˜·„¦¦¤„µ¦ÁžÈœ­¤µ·„š¸É—¸Äœ°Š‡r„¦Å—o¦´„µ¦«¹„¬µ˜´ÊФµÂ˜nnªŠž¨µ¥ž¸1970„ªnµ­µ¤š«ª¦¦¬š¸É

‡ªµ¤­œÄ‹Äœž¦³Á—ÈœÁ®¨nµœ¸ ÊŗoÁ¡·É¤…¹Êœ°¥nµŠ¤¸œ´¥­Îµ‡´ œ´„ª·µ„µ¦š¸É¤¸‡ªµ¤­œÄ‹Äœž¦³Á—Èœ¡§˜·„¦¦¤„µ¦ÁžÈœ

­¤µ·„š¸É—¸Äœ°Š‡r„¦Å—oÄ®o‡Îµœ·¥µ¤Åªo®¨µ„®¨µ¥ÁnœOrgan(1988) ‡ªµ¤®¤µ¥…°Š¡§˜·„¦¦¤„µ¦ÁžÈœ­¤µ·„š¸É—¸Äœ

°Š‡r„¦ªnµ ‡º°¡§˜·„¦¦¤…°Š»‡‡¨š¸É¤¸­nªœnª¥Äœ„µ¦­nŠÁ­¦·¤„µ¦šÎµŠµœš¸É¤¸ž¦³­·š›·£µ¡…°Š°Š‡r„¦ Ťnªnµ‹³ÁžÈœ

×¥˜¦Š®¦º°šµŠ°o°¤ ץŤnŗo¤µ‹µ„¦³„µ¦Ä®o¦µŠª´¨°¥nµŠÁžÈœšµŠ„µ¦Williams¨³Anderson(1991)¦³»ªnµ

¡§˜·„¦¦¤„µ¦ÁžÈœ­¤µ·„š¸É—¸Äœ°Š‡r„¦ ®¤µ¥™¹Š„µ¦Ä®o‡ªµ¤¦nª¤¤º°Á·Š¦»„¨³‡ªµ¤nª¥Á®¨º°Äœ®¤¼nÁ¡ºÉ°œ¦nª¤Šµœ

Ž¹ÉŠ­Îµ®¦´°Š‡r„¦ ¡§˜·„¦¦¤„µ¦ÁžÈœ­¤µ·„š¸É—¸‡º° ¡§˜·„¦¦¤š¸É­—а°„×¥¡œ´„еœš¸É‹³šÎµ­·ÉŠ—¸Ä®o„n°Š‡r„¦ ¨³ Podsakoff, Ahearne and Mackenzie (1997)¥´Š„¨nµªªnµ ¡§˜·„¦¦¤„µ¦ÁžÈœ­¤µ·„š¸É—¸Äœ°Š‡r„¦­µ¤µ¦™„ε®œ—ÁžÈœ

¡§˜·„¦¦¤„µ¦˜´—­·œÄ‹…°Š¡œ´„еœš¸É­nŠÁ­¦·¤„µ¦šÎµŠµœš¸É¤¸ž¦³­·š›·£µ¡…°Š°Š‡r„¦Ã—¥¤¸ª´˜™»ž¦³­Š‡rÁ—¸¥ª„´œ„´

°Š‡r„¦ ‹µ„„µ¦«¹„¬µ‡Îµœ·¥µ¤‹µ„œ´„ª·‹´¥®¨µ¥šnµœ š‡ªµ¤œ¸ ʄ宜—Ä®o¡§˜·„¦¦¤„µ¦ÁžÈœ­¤µ·„š¸É—¸Äœ°Š‡r„¦ ‡º°

¡§˜·„¦¦¤…°Š¡œ´„еœš¸É­—а°„¤µÄœ¦¼žÂ„µ¦ž’·´˜·š¸É—¸˜n°°Š‡r„¦ œ°„Á®œº°‹µ„еœš¸Éŗo¦´¤°®¤µ¥Ã—¥

¡œ´„еœ¤¸‡ªµ¤®ª´Š—¸˜n°°Š‡r„¦ ¨³˜o°Š„µ¦Ä®o°Š‡r„¦ž¦³­‡ªµ¤­ÎµÁ¦È‹Ã—¥¤·Å—o®ª´ŠŸ¨˜°Âšœ°¥nµŠÁžÈœšµŠ„µ¦

œ°„‹µ„œ¸ ʜ´„ª·µ„µ¦®¨µ¥šnµœ¥´ŠÅ—o¦³»¤·˜·°Š‡rž¦³„°…°Š¡§˜·„¦¦¤„µ¦ÁžÈœ­¤µ·„š¸É—¸Äœ°Š‡r„¦Åªo®¨µ¥¦¼žÂ

Ž¹ÉŠŸ¼oª·‹´¥Å—o­¦»ž—´Š˜µ¦µŠš¸É1—´Šœ¸ Ê

˜µ¦µŠ1 ššªœª¦¦–„¦¦¤š¸ÉÁ„¸É¥ª…o°Š„´¤·˜·°Š‡rž¦³„°…°Š¡§˜·„¦¦¤„µ¦ÁžÈœ­¤µ·„š¸É—¸Äœ°Š‡r„¦

œ´„ª·µ„µ¦ ¤·˜·°Š‡rž¦³„°…°Š¡§˜·„¦¦¤„µ¦ÁžÈœ­¤µ·„š¸É—¸Äœ°Š‡r„¦

Katz(1964) ¦nª¤¤º°„´Ÿ¼o°ºÉœ(Cooperating with Others) ž„žo°Š°Š‡r„¦(Protecting the

Organization) ¤¸‹·˜°µ­µ(Volunteering Constructive Ideas)  ¹„ œ˜œÁ°Š

(Self-training) ¨³¦´„¬µš´«œ‡˜·š¸É—¸ (Maintaining a Favorable Attitude) Walz and Niehoff (1986)

Podsakoff et al. (1997)

„µ¦nª¥Á®¨º°(Helping) ¡¨Á¤º°Š—¸(Civic Virtue)¨³ œÎ ʵċœ´„„¸¯µ (Sportsmanship)

(4)

˜µ¦µŠ1˜n°

œ´„ª·µ„µ¦ ¤·˜·°Š‡rž¦³„°…°Š¡§˜·„¦¦¤„µ¦ÁžÈœ­¤µ·„š¸É—¸Äœ°Š‡r„¦

Organ(1988) ¡¨Á¤º°Š—¸(Civil Virtue)‡ªµ¤¦·­»š›·Íċ(Altruism) ¤¸‹·˜­Îµœ¹„

(Conscientiousness) œÎ ʵċœ´„„¸¯µ (Sportsmanship) ¨³ ¤µ¦¥µš (Courtesy) Yen and Niehoff (2004) ‡ªµ¤¦·­»š›·Íċ(Altruism) ¤¸‹·˜­Îµœ¹„ (Conscientiousness) ¡¨Á¤º°Š—¸(Civic

Virtue) ‡ªµ¤­µ¤´‡‡¸(Interpersonal Harmony) ¨³ ž„žo°Šš¦´¡¥r­·œ°Š‡r„¦

(Protecting Company Resource)

Diedericks (2012) „µ¦¤»nŠÁœoœ»‡‡¨(Interpersonal Orientation) ¨³ „µ¦¤»nŠÁœoœ°Š‡r„¦

(Organizational Orientation)

‹µ„„µ¦ššªœª¦¦–„¦¦¤‹µ„®¨µ¥Šµœª·‹´¥š¸Éŗo¦´„µ¦°oµŠ°·Š°¥nµŠÂ¡¦n®¨µ¥¡ªnµ‡º° ®oµ¤·˜·

°Š‡rž¦³„°¡§˜·„¦¦¤„µ¦ÁžÈœ­¤µ·„š¸É—¸Äœ°Š‡r„¦…°ŠOrgan (1988)š¸Éž¦³„°Åž—oª¥ ‡ªµ¤Å¤nÁ®ÈœÂ„n˜´ª (altruism) „µ¦ž’·´˜·˜µ¤®¨´„Á„–”r(Generalized Compliance) ‡ªµ¤¤¸œÎ ʵċÁžÈœœ´„„¸¯µ(Sportsmanship)

‡ªµ¤­»£µ¡°n°œœo°¤(Courtesy) ¨³ ‡ªµ¤ÁžÈœ¡¨Á¤º°Šš¸É—¸(Civic Virtue) °¥nµŠÅ¦„Șµ¤Äœž¦³Áš«Åš¥œ´Êœ °µ‹¤¸

‡ªµ¤Â˜„˜nµŠ„´‡nµœ·¥¤Â¨³ª´•œ›¦¦¤˜nµŠµ˜·ÄœÁ¦ºÉ°Š…°Š ž´‹Á‹„œ·¥¤ (Individualism) ¨³­´Š‡¤¡¹ÉŠ¡µ (Collectivism)еœª·‹´¥œ¸ ʋ¹Š¡¥µ¥µ¤«¹„¬µ™¹Šž´‹‹´¥š¸ÉÁ®¤µ³­¤„´¦·š…°Šž¦³Áš«Å𥠍³Á¡ºÉ°Ä®oÁžÈœÅž˜µ¤‡Îµ

œ·¥µ¤Â¨³¤·˜·°Š‡rž¦³„°š¸Éŗo«¹„¬µ„n°œ®œoµœ¸ ʊµœª·‹´¥œ¸ ʋ¹Š¦³»Ä®o ‡ªµ¤„¦³˜º°¦º°¦oœ(Enthusiastic) ¨³ ‡ªµ¤¤¸

‹·˜°µ­µ(Volunteering)¦ª¤°¥¼nĜ¤·˜·°Š‡rž¦³„°…°Š¡§˜·„¦¦¤„µ¦ÁžÈœ­¤µ·„š¸É—¸Äœ°Š‡r„¦ еœª·‹´¥œ¸ ʄ宜—Ä®o

„µ¦Ä®o‡ªµ¤¦nª¤¤º°„´Ÿ¼o°ºÉœ(Cooperating with others) „µ¦ž„žo°Š°Š‡r„¦ (Protecting the Organization) ‹·˜°µ­µ

°¥nµŠ­¦oµŠ­¦¦‡r(Volunteering Constructive Ideas) ¨³ ‡ªµ¤„¦³˜º°¦º°¦oœÄ®o„´°Š‡r„¦ (Enthusiastic To Organization)ÁžÈœ­¸É¤·˜·°Š‡rž¦³„°…°Š¡§˜·„¦¦¤„µ¦ÁžÈœ­¤µ·„š¸É—¸ „¦°Âœª‡·—…°ŠŠµœª·‹´¥‹¹Š¤¸—´Šœ¸ Ê(£µ¡š¸É 1)

£µ¡š¸É1„¦°Âœª‡·—„µ¦ª·‹´¥

(5)

„µ¦Ä¦ ®o‡ªµ¤¦nª¤¤º°„´Ÿ¼o°ºÉœ(Cooperating with others:CWO)

œª‡·—…°ŠDyne ¨³ LePine(1998)¦³»ªnµ ¡§˜·„¦¦¤„µ¦ÁžÈœ­¤µ·„š¸É—¸Äœ°Š‡r„¦Á„¸É¥ª…o°Š„´¡§˜·„¦¦¤

…°ŠÂ˜n¨³»‡‡¨š¸É¦´„¬µ®¦º°Á¡·É¤‡ªµ¤­´¤¡´œ›r¦³®ªnµŠ»‡‡¨Ánœ¡§˜·„¦¦¤‡ªµ¤¦nª¤¤º° œ°„‹µ„œ´ÊœShetach ¨³ Marcus (2015) „¨nµªªnµ ÁžÈœ‡ªµ¤Á˜È¤Ä‹…°Š¡œ´„еœ Ĝ„µ¦Ä®o‡ªµ¤¦nª¤¤º°„´Á¡ºÉ°œ¦nª¤Šµœ Ä®o‡ªµ¤­œ´­œ»œ˜n°

„·‹„¦¦¤…°ŠÁ¡ºÉ°œ¦nª¤Šµœ°¥nµŠÁ˜È¤š¸É ĜšÎµœ°ŠÁ—¸¥ª„´œ Hendricksen(2002) „ε®œ—Ä®o ¡§˜·„¦¦¤„µ¦ÁžÈœ­¤µ·„š¸É

—¸Äœ°Š‡r„¦ÁžÈœ‡ªµ¤¦nª¤¤º°¦³®ªnµŠ­¤µ·„Äœ°Š‡r„¦Á¡ºÉ°Ä®o¦¦¨»Ážoµ®¤µ¥ ­°—‡¨o°Š„´Shin, Oh, Sim ¨³Lee (2016) š¸É„ε®œ—Ä®o„¦³ªœ„µ¦šÎµŠµœ¦nª¤„´œ ‡º° „µ¦nª¥Á®¨º°Â¨³°Îµœª¥‡ªµ¤­³—ª„˜n°„µ¦—εÁœ·œŠµœ…°Š°Š‡r„¦

Á¡ºÉ°Ä®oÁ„·—ž¦³­·š›·£µ¡ —´Šœ´Êœ еœª·‹´¥œ¸ ʋ¹Š„ε®œ—Ä®o„µ¦Ä®o‡ªµ¤¦nª¤¤º°„´Ÿ¼o°ºÉœ ‡º° „µ¦šÎµŠµœ¦nª¤„´œÂ¨³„µ¦

ž¦³­µœŠµœœœ „´œ¦³®ªnµŠ¡œ´„еœ(Dejours, 2005) Ž¹ÉŠÁžÈœ®œ¹ÉŠÄœ¤·˜·°Š‡rž¦³„°…°Š¡§˜·„¦¦¤„µ¦ÁžÈœ­¤µ·„š¸É—¸

Ĝ°Š‡r„¦

­¤¤˜·“µœ1a„µ¦Ä®o‡ªµ¤¦nª¤¤º°„´Ÿ¼o°ºooɜÁžÈžžœ¤·˜·°Š‡rž¦³„°…°Š¡§˜·„¦¦¤„µ¦ÁžÈœ­¤µ·„š¸É—¸Äœ°Š‡r„¦

„µ¦ž„žo°Š°Š‡r„¦(Protecting the organization: PO)

„µ¦«¹„¬µ…°Š Robert(2013) ¦³»Åªoªnµ „µ¦ž„žo°Š°Š‡r„¦ ‡º° ¡§˜·„¦¦¤…°Š¡œ´„еœš¸É­—а°„Äœ

¦¼žÂ…°Š„µ¦¦´„¬µºÉ°Á­¸¥ŠÂ¨³š¦´¡¥r­·œ…°Š°Š‡r„¦ ĜšÎµœ°ŠÁ—¸¥ª„´œ Miao (2011)„¨nµªªnµ „µ¦ž„žo°Š°Š‡r„¦ ‡º°

¡§˜·„¦¦¤š¸ÉĄ¨oÁ‡¸¥Š„´‡ªµ¤¦¼o­¹„š¸ÉÁžÈœ­nªœ®œ¹ÉŠ…°Š°Š‡r„µ¦ Ž¹ÉŠ™¼„¦³»ÁžÈœ¡§˜·„¦¦¤„µ¦ÁžÈœ­¤µ·„š¸É—¸Äœ°Š‡r„¦

­°—‡¨o°Š„´ Kim(2014)š¸É„ε®œ—Ä®o„µ¦ž„žo°ŠºÉ°Á­¸¥ŠÂ¨³­·œš¦´¡¥r…°Š°Š‡r„¦ÁžÈœ­nªœ®œ¹ÉŠ…°Š¡§˜·„¦¦¤„µ¦ÁžÈœ

­¤µ·„š¸É—¸ —´Šœ´Êœ­¤¤˜·“µœ‡º°

­¤¤˜·“µœ1b„µ¦ž„žo°Š°Š‡r„¦ÁžÈœ¤·˜·°Š‡rž¦³„°…°Š¡§˜·„¦¦¤„µ¦ÁžÈœ­¤µ·„š¸É—¸Äœ°Š‡r„¦

‹·˜°µ­µ°¥nµŠ­¦oµŠ­¦¦‡r(Volunteering Constructive Ideas: VCI)

‡ªµ¤¤¸‹·˜°µ­µÅ—o¦´„µ¦¦³»ªnµÁžÈœ®œ¹ÉŠÄœ¤·˜·°Š‡rž¦³„°…°Š¡§˜·„¦¦¤„µ¦ÁžÈœ­¤µ·„š¸É—¸Äœ°Š‡r„¦

(Organ, 1988; Podsakoff, et al., 1990) Ž¹ÉŠ‡ªµ¤¤¸‹·˜°µ­µnª¥Á®¨º°Ÿ¼o°ºÉœÁžÈœ¡§˜·„¦¦¤š¸É­¤´‡¦Ä‹nª¥Ÿ¼o°ºÉœ

×¥ÁŒ¡µ³„¦–¸š¸ÉÁ¡ºÉ°œ¦nª¤Šµœ¡ž´®µÁ¡ºÉ°Ä®oеœ…°ŠÁ…µÁ­¦È‹­¤¼¦–r£µ¥Ä˜o­™µœ„µ¦–rš¸ÉŤnž„˜· œ°„‹µ„œ¸ Ê Barkay (2012)¦³»ªnµ ÁžÈœ„µ¦­¤´‡¦Ä‹°¥nµŠÁ˜È¤Ä‹š¸É‹³nª¥Á®¨º°Á¡ºÉ°œ¦nª¤Šµœ®¦º°„µ¦Â„ož´®µš¸ÉÁ„·—…¹Êœ„´„µ¦

šÎµŠµœÃ—¥š¸ÉŤnŗo™¼„´Š‡´®¦º°ÁžÈœ®œoµš¸Éš¸É˜o°Š¦´Ÿ·—°Podsakoff et al. (2000)¦³»ªnµ ÁžÈœ‡ªµ¤¦¼o­¹„ÁžÈœ°´œ®œ¹ÉŠ

°´œÁ—¸¥ª„´œÂ¨³¤¸‡ªµ¤®nªŠÄ¥ÄœŸ¼o°ºÉœ œ°„‹µ„œ¸ ÊTaniguchi(2012) ŗo„ε®œ—Ä®o‹·˜°µ­µ°¥nµŠ­¦oµŠ­¦¦‡rÁžÈœ„µ¦nª¥

Ÿ¼o°ºÉœÁ¤ºÉ°ž¦³­ž´®µ ¦ª¤Åž™¹Š„µ¦nª¥Âœ³œÎµÄ®o‡Îµž¦¹„¬µ„´¡œ´„еœÄ®¤n Ä®o­µ¤µ¦™šÎµŠµœÄ®oÁ­¦È‹­· ʜŗo˜µ¤š¸É ŗo¦´®¤µ¥ ‹µ„„µ¦ššªœª¦¦–„¦¦¤ÁºÊ°Š˜oœÄœš‡ªµ¤œ¸ Ê ‡ªµ¤¤¸‹·˜°µ­µ°¥nµŠ­¦oµŠ­¦¦‡r‹¹Š™¼„¦³»Ä®oÁžÈœ¤·˜·

°Š‡rž¦³„°…°Š¡§˜·„¦¦¤š¸É—¸Äœ°Š‡r„¦ (Moorman & Blakeley, 1995; Morrison, 1994) —´Šœ´Êœ­¤¤˜·“µœ‡º°

­¤¤˜·“µœ1c‹·˜°µ­µ°¥nµŠ­¦oµŠ­¦¦‡rÁžÈœ¤·˜·°Š‡rž¦³„°…°Š¡§˜·„¦¦¤„µ¦ÁžÈœ­¤µ·„š¸É—¸Äœ°Š‡r„¦

‡ªµ¤„¦³˜º°¦º°¦oœÄ®o„´°Š‡r„¦ (Enthusiastic to Organization:ETO)

Rao (2015)¦³»ªnµ‡ªµ¤„¦³˜º°¦º°¦oœÁžÈœ¡§˜·„¦¦¤…°Š¡œ´„еœš¸É˜o°Š„µ¦œÎµÁ­œ°‡ªµ¤­µ¤µ¦™…°Š

˜œÁ°ŠÄ®o„´œµ¥‹oµŠÅ—oÁ®Èœ Á¡¦µ³¡ª„Á…µ˜o°Š„µ¦‡ªµ¤„oµª®œoµÄœ°µ¸¡ —´Šœ´ÊœÂ¨oª Ĝš‡ªµ¤œ¸ ʇªµ¤„¦³˜º°¦º°¦oœ

˜n°°Š‡r„¦ÁžÈœ„µ¦Â­—а°„™¹Š‡ªµ¤…¥´œ®¤´ÉœÁ¡¸¥¦Äœ„µ¦—εÁœ·œŠµœ ÁžÈœ‡ªµ¤¤»nФ´Éœ…°Š¡œ´„еœÄœ„µ¦ž¦´ž¦»Š

ž¦³­·š›·£µ¡…°Š¡ª„Á…µ —´Šœ´Êœ‹¹Š„¨nµªÅ—oªnµ‡ªµ¤„¦³˜º°¦º°¦oœœ´ÊœÁžÈœ¤·˜·°Š‡rž¦³„°…°Š¡§˜·„¦¦¤„µ¦ÁžÈœ­¤µ·„

š¸É—¸Äœ°Š‡r„¦ ­°—‡¨o°Š„´„µ¦«¹„¬µ…°ŠOrgan(1988) š¸É¦³»Ä®o‡ªµ¤„¦³˜º°¦º°¦oœ…°Š¡œ´„еœÁžÈœ¤·˜·°Š‡rž¦³„°

…°Š¡§˜·„¦¦¤„µ¦ÁžÈœ­¤µ·„š¸É—¸Äœ°Š‡r„¦—´Šœ´Êœ­¤¤˜·“µœ‡º°

­¤¤˜·“µœ1d:‡ªµ¤„¦³˜º°¦º°¦oœÄ®o„´°Š‡r„¦ÁžÈœ¤·˜·°Š‡rž¦³„°…°Š¡§˜·„¦¦¤„µ¦ÁžÈœ­¤µ·„š¸É—¸

(6)

‡ªµ¤­ÎµÁ¦È‹…°Š°Š‡r„¦(Firm Success:FS)

Dechow(2005) „¨nµªªnµ ‡ªµ¤­ÎµÁ¦È‹…°Š°Š‡r„¦ÁžÈœ¦µ¥Å—o®¦º°Ÿ¨„εŦš¸ÉÁ¡·É¤…¹Êœ…°Š°Š‡r„¦ œ°„‹µ„œ¸ Ê

°µ‹®¤µ¥™¹Š‹Îµœªœ¨¼„‡oµš¸É¤¸ÂœªÃœo¤Á¡·É¤…¹Êœ°¸„—oª¥ ­°—‡¨o°Š„´„µ¦«¹„¬µ…°Š Michael(2000) š¸É„ε®œ—

‡ªµ¤­ÎµÁ¦È‹…°Š¦·¬´š ÁœºÉ°Š‹µ„‹Îµœªœ¨¼„‡oµš¸ÉÁ¡·É¤…¹Êœ —´Šœ´Êœš‡ªµ¤œ¸ ʋ¹Š¤»nŠÁœoœÅžš¸É„µ¦¦¦¨»ª´˜™»ž¦³­Š‡r…°Š

°Š‡r„¦Å¤nªnµ‹³ÁžÈœ¦µ¥Å—o®¦º°Ÿ¨„εŦš¸ÉÁ¡·É¤…¹Êœ

„µ¦ª·‹´¥ÄœnªŠ®¨µ¥ž¸š¸ÉŸnµœ¤µ¡ªnµ‡ªµ¤­ÎµÁ¦È‹…°Š°Š‡r„¦œ´ÊœÁ„·—…¹Êœ‹µ„¡§˜·„¦¦¤„µ¦ÁžÈœ­¤µ·„š¸É—¸Äœ

°Š‡r„¦…°Š¡œ´„еœš¸É­µ¤µ¦™Á¡·É¤ž¦³­·š›·£µ¡Äœ„µ¦—εÁœ·œŠµœÂ¨³œÎµÅž­¼n‡ªµ¤­ÎµÁ¦È‹…°Š°Š‡r„¦(Andrew &

León-Cázares, 2015; Kim, 2014; Shahin, Javad, & Javad, 2014 ; Walumbwa et al. 2010) Ž¹ÉŠ„µ¦ª·Á‡¦µ³®r…°Š

Podsakoff et al. (2009) ¸ÊÄ®oÁ®ÈœªnµOCB¤¸‡ªµ¤­´¤¡´œ›r„´Ÿ¨„µ¦ž’·´˜·Šµœ…°Š¡œ´„еœÂ¨³‡ªµ¤­ÎµÁ¦È‹…°Š

°Š‡r„¦°¥nµŠ¤¸œ´¥­Îµ‡´ ­°—‡¨o°Š„´Mostafa ¨³Leon-Cazares(2016) š¸É«¹„¬µ¡§˜·„¦¦¤„µ¦ÁžÈœ­¤µ·„š¸É—¸Äœ

°Š‡r„¦¡ªnµ ÁžÈœ­·ÉŠ‹ÎµÁžÈœ­Îµ®¦´„µ¦ž¦´ž¦»Š‡»–£µ¡„µ¦Ä®o¦·„µ¦Â¨³Ÿ¨¨´¡›r×¥¦ª¤Â„n°Š‡r„¦ ‹µ„„µ¦ššªœ

ª¦¦–„¦¦¤—´Š„¨nµª¸ÊÄ®oÁ®Èœªnµ ¡§˜·„¦¦¤„µ¦ÁžÈœ­¤µ·„š¸É—¸Äœ°Š‡r„¦…°Š¡œ´„еœ¤¸­nŠŸ¨˜n°„µ¦‡ªµ¤­ÎµÁ¦È‹…°Š

°Š‡r„¦ —´Šœ´Êœ­¤˜·“µœ‡º°

­¤¤˜·“µœ2 : ¡§˜·„¦¦¤„µ¦ÁžÈœ­¤µ·„š¸É—¸Äœ°Š‡r„¦¤¸°·š›·¡¨šµŠª„˜n°‡ªµ¤­ÎµÁ¦È‹…°Š°Š‡r„¦

3. ª·›¸„µ¦—εÁœ·œŠµœª·‹´¥

3.1„¦³ªœ„µ¦Â¨³ª·›¸„µ¦Á¨º°„„¨»n¤˜´ª°¥nµŠ

›»¦„·‹Ã¦ŠÂ¦¤Äœž¦³Áš«Å𥙼„Á¨º°„ÁžÈœž¦³µ„¦Äœ„µ¦ª·‹´¥‡¦´ÊŠœ¸ ÊÁœºÉ°Š‹µ„¡§˜·„¦¦¤„µ¦šÎµŠµœ…°Š

¡œ´„еœÁžÈœ­nªœ­Îµ‡´˜n°›»¦„·‹„µ¦Ä®o¦·„µ¦ еœª·‹´¥œ¸ Êčo“µœ…o°¤¼¨…°ŠÁªÈÅŽ˜r…°Š Agoda Company Pte.Ltd., Thailand ÁœºÉ°Š‹µ„Å—o¦´‡ªµ¤œ·¥¤Â¨³Å—o¦´„µ¦¥°¤¦´‹µ„š´ÉªÃ¨„(www.agoda.com/Thailand, Á…oµ™¹Š‡¦´ÊЍnµ­»—

Á¤ºÉ°ª´œš¸É 1¤¸œµ‡¤2559)Ž¹ÉŠ“µœ…o°¤¼¨œ¸ Ê­µ¤µ¦™Â­—Ц³—´…°Š¤µ˜¦“µœ(¦³—´—µª) ¨³­µ¤µ¦™¥ºœ¥´œ…o°¤¼¨Å—oªnµ æŠÂ¦¤¥´Š°¥¼nĜ„µ¦—εÁœ·œ›»¦„·‹ Ÿ¼oª·‹´¥Á¨º°„æŠÂ¦¤š¸É‹´—°¥¼nĜ¦³—´¤µ˜¦“µœ ­¸É–®oµ—µª š´ÊŠ®¤—1195æŠÂ¦¤ ÁžÈœ

ž¦³µ„¦Äœ„µ¦«¹„¬µÁ¡ºÉ°Å¤nÄ®oÁ„·—‡ªµ¤Â˜„˜nµŠ…°Š…œµ—›»¦„·‹š¸É¤¸…œµ—Ä®n¨³…œµ—Á¨È„ „µ¦«¹„¬µ‡¦´ÊŠœ¸ Êčo ­°™µ¤š¸É­nŠšµŠÅž¦¬–¸¥r¨³‹—®¤µ¥°·Á¨È„š¦°œ·„­r(Email)×¥Á¨º°„Ÿ¼o˜°Â­°™µ¤ÁžÈœž¦³›µœ

„¦¦¤„µ¦(CEO)®¦º°Ÿ¼o¦·®µ¦¦³—´­¼Š(Top Management) ®¨´Š‹µ„š¸É¤¸„µ¦­nŠÂ­°™µ¤Åž¥´ŠŸ¼o˜°

­°™µ¤1195®nŠ Ž¹ÉŠ¤¸25®nŠž’·Á­›ÁœºÉ°Š‹µ„ ¦·¬´šÁ®¨nµœ¸ Ê¥„Á¨·„„µ¦ž¦³„°„·‹„µ¦®¦º°¥oµ¥Åž¥´Š°¥¼nš¸É°ºÉœ

¨oª —´Šœ´ÊœÃ¦ŠÂ¦¤1170 ®nŠÁžÈœ‹Îµœªœ„µ¦˜°Â­°™µ¤š¸É™¼„˜o°Š Ž¹ÉŠÅ—o¦´„µ¦˜°¦´326 „¨»n¤˜´ª°¥nµŠ

°¥nµŠÅ¦„Șµ¤ 15„¨»n¤˜´ª°¥nµŠ¤¸…o°¤¼¨Å¤n­¤¼¦–r‹¹rrŠ™¼„˜´—°°„‹µ„„µ¦ª·Á‡¦µ³®r ­»—šoµ¥¤¸Á¡¸¥Š 311­Îµ¦ª‹š¸É

­¤¼¦–rŽ¹ÉŠ­µ¤µ¦™œÎµÅžÄoĜ„µ¦ª·Á‡¦µ³®r˜n°ÅžÅ—o Ÿ¨„µ¦˜°­œ°Š…°ŠŸ¼o˜°Â­°™µ¤°¥¼nš¸É 26.58% ‹µ„

ž¦³µ„¦š´ÊŠ®¤— œ´ªnµÁ®¤µ³­¤˜µ¤š¸ÉAaker, Kumar ¨³Day(2001) ¦³»ªnµ¦o°¥¨³ 20 …°Š°´˜¦µ„µ¦˜°„¨´

‹µ„„µ¦­Îµ¦ª‹šµŠÅž¦¬–¸¥r Á¡¸¥Š¡°˜n°„µ¦ÁžÈœ˜´ªÂšœ…°Šž¦³µ„¦ ‹µ„œ´Êœš‡ªµ¤œ¸ Êŗoš—­°‡ªµ¤‡¨µ—Á‡¨ºÉ°œ

‹µ„„µ¦Å¤n˜°Â­°(Non-response bias)˜µ¤ª·›¸…°ŠArmstrong ¨³Overton (1977) Á¡ºÉ°Ä®oœnċªnµ „¨»n¤

˜´ª°¥nµŠ­»—šoµ¥š¸Éŗo¦´­µ¤µ¦™ÁžÈœ˜´ªÂšœ…°Šž¦³µ„¦Äœ„µ¦ª·‹´¥ „¨»n¤˜´ª°¥nµŠš´ÊŠ®¤— 311„¨»n¤ š¸Éŗo¦´™¼„nŠÁžÈœ

„¨»n¤š¸É„¨´¤µ„n°œÁžÈœ‡¦¹ÉŠÂ¦„¨³š¸É„¨´¤µ®¨´ŠÁžÈœ‡¦¹ÉŠ®¨´Š °¥nµŠ¨³Ášnµ Ç „´œ ץčo‡»–¨´„¬–³…°Š¦·¬´šÁžÈœ˜´ª ª·Á‡¦µ³®r ‹µ„œ´Êœš—­°—oª¥­™·˜· t-testŸ¨„µ¦ª·Á‡¦µ³®r¡ªnµÅ¤n¤¸‡ªµ¤Â˜„˜nµŠ„´œ°¥nµŠ¤¸œ´¥­Îµ‡´ ¦³®ªnµŠ­°Š

„¨»n¤˜´ª°¥nµŠ ‹¹Š­µ¤µ¦™­¦»žÅ—oªnµŠµœª·‹´¥œ¸ ʋ³Å¤nÁ„·—ž´®µ‡ªµ¤‡¨µ—Á‡¨ºÉ°œ‹µ„„µ¦Å¤n˜°Â­°™µ¤

(7)

3.2 „µ¦ª´—‡»–£µ¡¨´„¬–³˜´ªÂž¦

„µ¦ª´—¨³„µ¦ž¦³Á¤·œŸ¨„µ¦˜°­œ°ŠÅ—o¦´„µ¦¡´•œµ‹µ„®¨µ¥Â®¨nЦª¤™¹Šª¦¦–„¦¦¤š¸ÉÁ„¸É¥ª…o°ŠÃ—¥

čo‡Îµœ·¥µ¤‹µ„œµ¤›¦¦¤¤µ­¦oµŠÁžÈœ…o°‡Îµ™µ¤ ˜n¨³˜´ªÂž¦š´ÊŠ®¤—Äœ„¦°Âœª‡·—™¼„ª´—×¥¤µ˜¦ª´—¨·Á‡·¦rš

5 ¦³—´ (5-Point Likert Scale) ˜´ÊŠÂ˜n 1(¤µ„š¸É­»—) ™¹Š 5(œo°¥š¸É­»—) „µ¦ª´—˜´ªÂž¦…°ŠŠµœª·‹´¥œ¸ ʤ¸—´Š˜n°Åžœ¸ Ê: 3.2.1˜´ªÂž¦°·­¦³(Independent Variable)

¡§˜·„¦¦¤„µ¦ÁžÈœ­¤µ·„š¸É—¸Äœ°Š‡r„¦ ™¼„„ε®œ—Ä®oÁžÈœ¡§˜·„¦¦¤…°Š¡œ´„еœš¸É­—а°„¤µÄœ

¦¼žÂ„µ¦ž’·´˜·š¸É—¸˜n°°Š‡r„¦ ×¥¡œ´„еœ¤¸‡ªµ¤®ª´Š—¸˜n°°Š‡r„¦ ¨³˜o°Š„µ¦Ä®o°Š‡r„¦ž¦³­‡ªµ¤­ÎµÁ¦È‹ ×¥Á

¤·Å—o®ª´ŠŸ¨˜°Âšœ°¥nµŠÁžÈœšµŠ„µ¦ ×¥ª´—‹µ„¤µ˜¦µ­nªœž¦³¤µ–‡nµ (Rating Scale) ‹Îµœªœ18…o° Ž¹ÉŠ

ŗo¦´„µ¦‹´—nа°„ÁžÈœ4¤·˜·°Š‡rž¦³„°—´Šœ¸ Ê

1)„µ¦Ä®o‡ªµ¤¦nª¤¤º°„´Ÿ¼o°ºÉœ ™¼„ª´——oª¥…o°‡Îµ™µ¤‹Îµœªœ5…o° Á„¸É¥ª„´„µ¦‡µ¦¡˜n°

„‘¦³Á¸¥ ‡ªµ¤¦´Ÿ·—°Äœ„µ¦ž’·´˜·®œoµš¸É ‡ªµ¤¦nª¤¤º°„´„·‹„¦¦¤š¸É°Š‡r„¦‹´—…¹Êœ „µ¦¤¸­nªœ¦nª¤Äœ„¦³ªœ„µ¦

ž¦´ž¦»ŠÂ¨³¡´•œµ „µ¦Á…oµ¦nª¤ž¦³»¤°¥nµ­¤ÎɵÁ­¤°(Dejours, 2005)

2)„µ¦ž„žo°Š°Š‡r„¦ ™¼„ª´——oª¥…o°‡Îµ™µ¤‹Îµœªœ4…o° Ž¹ÉŠª´—Á„¸É¥ª„´¡§˜·„¦¦¤…°Š¡œ´„еœš¸É ­—а°„Äœ¦¼žÂ…°Š„µ¦¦´„¬µºÉ°Á­¸¥ŠÂ¨³š¦´¡¥r­·œ…°Š°Š‡r„¦ Ánœ „µ¦—εÁœ·œŠµœ°¥nµŠ¦´—„»¤ „µ¦žo°Š„´œÅ¤nÄ®o Á„·—‡ªµ¤Á­¸¥®µ¥…¹Êœ„´š¦´¡¥r­·œ…°Š°Š‡r„¦ „µ¦ž„žo°ŠºÉ°Á­¸¥Š…°Š°Š‡r„¦ „µ¦Á„ȝ…o°¤¼¨Â¨³‡ªµ¤¨´…°Š°Š‡r„¦ÁžÈœ

°¥nµŠ—¸(Robert, 2013)

3)‹·˜°µ­µ°¥nµŠ­¦oµŠ­¦¦‡r ™¼„ª´—…o°‡Îµ™µ¤‹Îµœªœ5…o° Ž¹ÉŠª´—Á„¸É¥ª„´¡§˜·„¦¦¤°µ­µ­¤´‡¦š¸É

œ°„Á®œº°‹µ„®œoµš¸É®¨´„…°Š°Š‡r„¦ Ánœ „µ¦°µ­µž’·´˜·ŠµœÂšœÁ¡ºÉ°œ¦nª¤Šµœš¸É…µ—еœ „µ¦nª¥Á®¨º°Á¡ºÉ°œ¦nª¤Šµœ

„¦–¸Á„·—ž´®µ‹µ„„µ¦šÎµŠµœ „µ¦Âœ³œÎµÄ®o„n¡œ´„еœš¸ÉÁ…oµ¤µšÎµŠµœÄ®¤n „µ¦Á­¸¥­¨³Ÿ¨ž¦³Ã¥œr­nªœ˜´ªÁ¡ºÉ°Ä®o

°Š‡r„¦ž¦³­‡ªµ¤­ÎµÁ¦È‹(Moorman & Blakeley, 1995)

4)‡ªµ¤„¦³˜º°¦º°¦oœÄ®o„´°Š‡r„¦ ™¼„ª´——oª¥…o°‡Îµ™µ¤‹Îµœªœ 4…o°Â¨³™¼„„ε®œ—Ä®oÁžÈœ

¡§˜·„¦¦¤ÄœšµŠª„š¸É­—а°„¤µ‡ªµ¤¤»nФ´Éœš»n¤ÁšÄœ„µ¦šÎµŠµœ¤»nФ´Éœ Ánœ ‡ªµ¤¤»nФ´ÉœÄœ¡´•œµ‡»–£µ¡„µ¦

¦·„µ¦ ‡ªµ¤…¥´œ®¤´ÉœÁ¡¸¥¦¦´„‡ªµ¤„oµª®œoµ ‡ªµ¤š»n¤ÁšÄœ„µ¦šÎµŠµœ ‡ªµ¤˜´ÊŠÄ‹ÄœšÎµŠµœÁ¡ºÉ°Ä®oеœÁ­¦È‹¨»¨nªŠ

(George, 1990)

3.2.2˜´ªÂž¦˜µ¤(Dependent Variable)

‡ªµ¤­ÎµÁ¦È‹…°Š°Š‡r„¦™¼„ª´——oª¥…o°‡Îµ™µ¤‹Îµœªœ 5…o° ‡ªµ¤­ÎµÁ¦È‹…°Š°Š‡r„¦„ε®œ—Ä®oÁžÈœ¦µ¥Å—o®¦º°

Ÿ¨„εŦš¸ÉÁ¡·É¤…¹Êœ…°Š°Š‡r„¦ œ°„‹µ„œ¸ Ê¥´Š®¤µ¥™¹Š ‹Îµœªœ¨¼„‡oµš¸É¤¸ÂœªÃœo¤Á¡·É¤…¹Êœ Ánœ ¤¸‹Îµœªœ¨¼„‡oµš¸ÉÁ¡·É¤…¹Êœ°¥nµŠ

˜n°ÁœºÉ°Š „εŦ‹µ„„µ¦—εÁœ·œŠµœÁ¡·É¤­¼Š ºÉ°Á­¸¥Šš¸É—¸Â¨³¤¸£µ¡¨´„¬–rš¸É—¸ ¤¸¦¼žÂ„µ¦Ä®o¦·„µ¦Ä®¤nÇ Ÿ¨„µ¦

—εÁœ·œŠµœÃ—¥¦ª¤¦¦¨»˜µ¤ª´˜™»ž¦³­Š‡r(Michael, 2000)

3.3‡»–£µ¡…°ŠÁ‡¦ºÉ°Š¤º°ª´— (Variable Measurement)

Ÿ¼oª·‹´¥Å—o¤¸„µ¦˜¦ª‹­°‡ªµ¤Áš¸É¥Š˜¦ŠÁ·ŠÁœº ʰ®µ(Content validity)Á‡¦ºÉ°Š¤º°Ã—¥Ÿ¼oÁ¸É¥ªµÂ¨³Äo—´œ¸

‡ªµ¤­°—‡¨o°Š¦³®ªnµŠ…o°‡Îµ™µ¤Â¨³ª´˜™»ž¦³­Š‡r (Item-Objective Congruence Index :IOC)‹µ„Ÿ¼oÁ¸É¥ªµ

3šnµœ ‹µ„œ´ÊœœÎµÅžš—¨°ŠÄo(Try out) „´Ã¦ŠÂ¦¤š¸ÉŤnčn„¨»n¤˜´ª°¥nµŠ ‹Îµœªœ 30®nŠ ¤¸‡nµ°¥¼n¦³®ªnµŠ .67-1.00 (Nunnally ¨³Bersstein, 1994) „µ¦˜¦ª‹­°‡ªµ¤Áš¸É¥Š˜¦ŠÁ·ŠÃ‡¦Š­¦oµŠ(Construct Validity) —oª¥°Š‡rž¦³„°

Á·Š­Îµ¦ª‹ (Exploratory Factor Analysis:EFA)°¥¼n¦³®ªnµŠ .563-.895¨³°Š‡rž¦³„°Á·Š¥ºœ¥´œ (Confirm Factor Analysis:CFA)°¥¼n¦³®ªnµŠ .830-.940…°Š…o°‡Îµ™µ¤ÄœÂ˜n¨³—oµœ—oª¥‡nµœÎ ʵ®œ´„°Š‡rž¦³„° —´ŠÂ­—Цµ¥¨³Á°¸¥—Äœ

˜µ¦µŠš¸É2Ĝ˜´ªnŠš¸É¤¸‡nµœÎ ʵ®œ´„°Š‡rž¦³„°Å¤n™¹Š .40‹³™¼„˜´—°°„Ž¹ÉŠ­°—‡¨o°Š„´Hair, et al. (2010) š¸ÉÁ­œ°ªnµ

(8)

‡nµœÎ ʵ®œ´„°Š‡rž¦³„°˜o°Š¤¸‡nµ.40…¹ÊœÅž‹¹Š‹³™º°ªnµ¥°¤¦´Å—o œ°„‹µ„œ¸ Ê¥´Š¤¸„µ¦š—­°‡ªµ¤ÁºÉ°¤´Éœ (Reliability) …°Š…o°‡Îµ™µ¤ —oª¥‡nµ­´¤ž¦³­·š›·Í°¨¢µ ‡¦°œµ‡(Cronbach’s alphas coefficient) ¤¸‡nµ°¥¼n¦³®ªnµŠ .858-.917

Ž¹ÉŠ¤¸‡nµ¤µ„„ªnµ .80­—ŠªnµÁ‡¦ºÉ°Š¤º°¤¸‡ªµ¤ÁºÉ°¤´Éœ­¼Š(Hair et al, 2006)

˜µ¦µŠ2‡nµœÎµ®œ´„°Š‡rž¦³„°Â¨³‡nµ‡ªµ¤ÁºÉ°¤´Éœ…°ŠÁ‡¦ºÉ°Š¤º°ª´—

3.4­™·˜·š¸ÉčoĜ„µ¦ª·Á‡¦µ³®r(Statistical Techniques)

„µ¦ª·‹´¥‡¦´ÊŠœ¸ Êčo­™·˜·Äœ„µ¦ª·Á‡¦µ³®r…o°¤¼¨—oª¥­™·˜·Á·Š¡¦¦–œµ (Descriptive statistics) ž¦³„°—oª¥

­™·˜·¦o°¥¨³(percent) ‡nµÁŒ¨¸É¥(Mean) ‡nµÁ¸É¥ŠÁœ¤µ˜¦“µœ (S.D.) ¤¸„µ¦ª·Á‡¦µ³®r‡ªµ¤­´¤¡´œ›r¦³®ªnµŠ˜´ªÂž¦

°·­¦³Ã—¥Äo­™·˜·­´¤ž¦³­·š›·Í­®­´¤¡´œ›rÁ¡¸¥¦r­´œ(Pearson’s product moment correlation coefficient)Á¡ºÉ°

š—­°£µª³š¸É˜´ªÂž¦¤¸‡ªµ¤­´¤¡´œ›r„´œ­¼ŠÁ„·œÅž (Multicollinearity) ¨³š—­°­¤¤˜·“µœ—oª¥ ª·›¸„µ¦ª·Á‡¦µ³®r

°Š‡rž¦³„°Á·Š¥ºœ¥´œ°´œ—´š¸É­°Š(Second-order Confirmatory Factor Analysis)¨³Ã¤Á—¨­¤„µ¦Ã‡¦Š­¦oµŠ

(Structural equation modeling:SEM)

4. ­¦»žŸ¨„µ¦ª·‹´¥Â¨³„µ¦°£·ž¦µ¥Ÿ¨ (Results and Discussion)

Ÿ¨„µ¦ª·Á‡¦µ³®r…o°¤¼¨ nа°„ÁžÈœ3­nªœ—´Šœ¸ Ê

1. …o°¤¼¨¡º ʜ“µœ¡ªnµÃ—¥­nªœÄ®n…°ŠŸ¼o˜°Â­°™µ¤ÁžÈœÁ¡«®·Š(¦o°¥¨³55.9) °µ¥»30-40ž¸

(¦o°¥¨³ 37.0) ­™µœ£µ¡­¤¦­(¦o°¥¨³53.1) „µ¦«¹„¬µ¦³—´ž¦·µ˜¦¸ (¦o°¥¨³57.2) ž¦³­„µ¦–r¤µ„„ªnµ15 ž¸

(¦o°¥¨³ 46.0) ¦µ¥Å—oš¸Éŗo¦´­nªœÄ®n°¥¼nĜ¦³®ªnµŠ ¤µ„„ªnµ90,000 µš (¦o°¥¨³ 39.9) ˜ÎµÂ®œnаºÉœ Ç (¦o°¥¨³ 71.1) ¦¼žÂ¦·¬´š‹Îµ„´— (¦o°¥¨³92.3) ¦³—´¤µ˜¦“µœ­nªœ¤µ„°¥¼nĜ¦³—´ 4 —µª (¦o°¥¨³ 61.7) ¤¸š¸É˜´ÊŠ£µ‡Ä˜o (¦o°¥¨³ 40.2) š»œ¤µ„„ªnµ150,000,000 µš(¦o°¥¨³ (( 33.1) ¡œ´„еœ¤µ„„ªnµ 150‡œ (¦o°¥¨³37.6) ¦³¥³Áª¨µÄœ

„µ¦ž’·´˜·Šµœ°¥¼nĜ¦³®ªnµŠ5-10 ž¸ (¦o°¥¨³ 34.4) ¦µ¥Å—o¤µ„„ªnµ100,000,000 µš (¦o°¥¨³ 29.6) ­¤µ·„š¸ÉÁžÈœ

­¤µ·„ (¦o°¥¨³ 61.7) ¨¼„‡oµ­nªœÄ®n‹³ÁžÈœ¨¼„‡oµµªÅš¥Â¨³µª˜nµŠž¦³Áš« (¦o°¥¨³64.3) ¨³‹µ„„µ¦«¹„¬µ

‡nµÁŒ¨¸É¥(Mean) ­nªœÁ¸É¥ŠÁœ¤µ˜¦“µœ(S.D) ‹ÎµÂœ„¦µ¥˜´ªÂž¦¡ªnµ ‹·˜°µ­µ°¥nµŠ­¦oµŠ­¦¦‡r ¤¸‡nµÁŒ¨¸É¥­¼Š­»—

3.953 ¦°Š¨Š¤µ‡º°„µ¦Ä®o‡ªµ¤¦nª¤¤º°„´Ÿ¼o°ºÉœ ¤¸‡nµÁŒ¨¸É¥ 3.924 ‡ªµ¤­ÎµÁ¦È‹…°Š°Š‡r„¦¤¸‡nµÁŒ¨¸É¥3.870‡ªµ¤

„¦³˜º°¦º°¦oœÄ®o„´°Š‡r„¦¤¸‡nµÁŒ¨¸É¥ 3.766¨³„µ¦ž„žo°Š°Š‡r„¦¤¸‡nµÁŒ¨¸É¥3.753˜µ¤¨Îµ—´ (˜µ¦µŠš¸É 3) 2.„µ¦ª·Á‡¦µ³®r­r™·˜·­´¤ž¦³­·š›·Í­®­´¤¡´œ›rÁ¡¸¥¦r­´œ(˜µ¦µŠš¸É2)¡ªnµ‡nµ­´¤ž¦³­·š›·Í­®­´¤¡´œ›r

¦³®ªnµŠ˜´ªÂž¦Â Š¤¸‡nµ°¥¼n¦³®ªnµŠ .512- .747Ž¹ÉŠš»„‡¼n¤¸‡ªµ¤­´¤¡´œ›r¤¸š·«šµŠÁ—¸¥ª„´œÂ¨³¤¸‡nµÅ¤nÁ„·œ .8

—´Šœ´Êœ ‹¹ŠÅ¤nÁ„·—ž´®µ‡ªµ¤­´¤¡´œ›r­¼ŠÁ„·œÅž(Multicollinearity) (Hair et al., 2010).

˜´ªÂž¦

‡nµœÎʵ®œ´„°Š‡rž¦³„°

Á·Š­Îµ¦ª‹

Factor Loadings:EFA

‡nµœÎʵ®œ´„°Š‡rž¦³„°

Á·Š¥ºœ¥´œ

Factor Loadings:CFA

‡nµ‡ªµ¤ÁºÉ°¤´Éœ

(Cronbach Alpha)

„µ¦Ä®o‡ªµ¤¦nª¤¤º°„´Ÿ¼o°ºÉœ (CWO) .661-.823 .851-.908 .902

„µ¦ž„žo°Š°Š‡r„¦ (PO) .759-.895 .864-.940 .899

‹·˜°µ­µ°¥nµŠ­¦oµŠ­¦¦‡r(VCL) .563-.839 .830-.847 .858

‡ªµ¤„¦³˜º°¦º°¦oœÄ®o„´°Š‡r„¦(ETO) .677-.775 .868-.907 .914

‡ªµ¤­ÎµÁ¦È‹…°Š°Š‡r„¦(FS) .723-.846 .882-.922 .917

(9)

˜µ¦µŠ3„µ¦ª·Á‡¦µ³®r­r™·˜·­´¤ž¦³­·š›·Í­®­´¤¡´œ›rÁ¡¸¥¦r­´œ

** P < .01,*** P <.001

3. „µ¦ª·Á‡¦µ³®r­¤„µ¦Ã‡¦Š­¦oµŠ (£µ¡š¸É 2) ¦¼žÂ‡ªµ¤­´¤¡´œ›r…°Šž´‹‹´¥Á·Š­µÁ®˜» ×¥¤¸‡nµÅ‡ªr-­Â‡ª¦r Ášnµ„´ 85.485 ¦³—´°Š«µ‡ªµ¤ÁžÈœ°·­¦³df Ášnµ„´ 68 ‡nµÅ‡ªr-­Â‡ª¦r®µ¦—oª¥°Š«µ°·­¦³Ášnµ„´1.218¤¸‡nµÅ¤nÁ„·œ

2 ˜µ¤‡ÎµÁ„–”r…°ŠBollen(1989) p-value Ášnµ„´ .052¡·‹µ¦–µ‹µ„„µ¦ª·Á‡¦µ³®r‡nµ—´œ¸ª´—‡ªµ¤„¨¤„¨ºœGFI

¤¸‡nµÁšnµ„´ .953 ‡nµ AGFI Ášnµ„´ .926 ‡nµCFIÁšnµ„´ .995Ž¹ÉŠš´ÊŠ®¤—¤¸‡nµÁ…oµÄ„¨o1 ¨³‡nµ—´œ¸¦µ„„ε¨´Š­°ŠÁŒ¨¸É¥

…°Š­nªœš¸ÉÁ®¨º°(RMSEA) ¤¸Ášnµ„´ .026Á…oµÄ„¨o«¼œ¥r ‡nµ­™·˜·š¸Éŗo‹µ„„µ¦ª·Á‡¦µ³®r®¤—°¥¼nœ¡º ʜ“µœ¦³—´‡nµ­™·˜·š¸É œ³œÎµ(Kline, 2011; Hair et al., 2010; „¨´¥µ ªµœ·¥r´µ, 2557) ˜µ¤˜µ¦µŠš¸É4

˜µ¦µŠ4‡nµœÎµ®œ´„°Š‡rž¦³„°Â¨³‡nµ‡ªµ¤ÁºÉ°¤´Éœ…°ŠÁ‡¦ºÉ°Š¤º°ª´—

Á„–”r—´œ¸ x2/df p-value GFI AGFI CFI RMSEA

‡nµ­™·˜·š¸Éŗo 1.218 .052 .953 .926 .995 .026

„µ¦¥°¤¦´ < 2.00 >.05 >.900 >.900 >.900 <.05

Ÿ¨„µ¦¡·‹µ¦–µ ŸnµœÁ„–”r ŸnµœÁ„–”r ŸnµœÁ„–”r ŸnµœÁ„–”r ŸnµœÁ„–”r ŸnµœÁ„–”r

„µ¦š—­°­¤¤˜·“µœ

‹µ„Ÿ¨„µ¦„µ¦ª·Á‡¦µ³®r°Š‡rž¦³„°Á·Š¥ºœ¥´œ°´œ—´š¸É­°Š¡ªnµ „µ¦Ä®o‡ªµ¤¦nª¤¤º°„´Ÿ¼o°ºÉœÁžÈœ¤·˜·

°Š‡rž¦³„°…°Š¡§˜·„¦¦¤„µ¦ÁžÈœ­¤µ·„š¸É—¸°¥nµŠ¤¸œ´¥­Îµ‡´(r=886, p <.001) ­°—‡¨o°Š„´„µ¦«¹„¬µ…°Š Katz (1964) š¸É¦³»ªnµ ¡§˜·„¦¦¤„µ¦ÁžÈœ­¤µ·„š¸É—¸Äœ°Š‡r„¦ ¡œ´„еœ˜o°Š¤¸„µ¦Ä®o‡ªµ¤¦nª¤¤º°„´Ÿ¼o°ºÉœ „µ¦ž„žo°Š°Š‡r„¦

ÁžÈœ¤·˜·°Š‡rž¦³„°…°Š¡§˜·„¦¦¤„µ¦ÁžÈœ­¤µ·„š¸É—¸°¥nµŠ¤¸œ´¥­Îµ‡´(r=.700, p <.001)­°—‡¨o°Š„´„µ¦«¹„¬µ …°Š Yen and Niehoff (2004) š¸É¡ªnµ¡œ´„еœš¸É¤¸¡§˜·„¦¦¤„µ¦ÁžÈœ­¤µ·„š¸É—¸˜o°Šž„žo°Šš¦´¡¥r­·œ…°Š°Š‡r„µ¦

‹·˜°µ­µ°¥nµŠ­¦oµŠ­¦¦‡rÁžÈœ¤·˜·°Š‡rž¦³„°…°Š¡§˜·„¦¦¤„µ¦ÁžÈœ­¤µ·„š¸É—¸°¥nµŠ¤¸œ´¥­Îµ‡´(r=.904, p<.001)

­°—‡¨o°Š„´„µ¦«¹„¬µ…°Š Katz (1964)š¸É¦³»ªnµ„µ¦Á­¸¥­¨³­nªœ˜´ªœ´ÊœÁžÈœ®œ¹ÉŠÄœ°Š‡rž¦³„°…°Š¡§˜·„¦¦¤„µ¦

ÁžÈœ­¤µ·„Äœ°Š‡r„¦ ¨³ ‡ªµ¤„¦³˜º°¦º°¦oœÄ®o„´°Š‡r„¦ÁžÈœ¤·˜·°Š‡rž¦³„°…°Š¡§˜·„¦¦¤„µ¦ÁžÈœ­¤µ·„š¸É—¸°¥nµŠ¤¸

œ´¥­Îµ‡´(r=.874)­°—‡¨o°Š„´„µ¦«¹„¬µ…°Š MacKenzie, Podsakoff ¨³Ahearne(1998) š¸É¦³»ªnµ‡ªµ¤…¥´œ

¤´ÉœÁ¡¸¥¦  ¹„ œ˜´ªÁ°Š ÁžÈœ­nªœ®œ¹ÉŠ…°Š¡§˜·„¦¦¤„µ¦ÁžÈœ­¤µ·„š¸É—¸Äœ°Š‡r„¦ —´Šœ´Êœ ­¤¤˜·“µœš¸ÉH1a, H1b, H1c ¨³H1d, ‹¹ŠÅ—o¦´„µ¦­œ´­œ»œ

˜´ªÂž¦ CWO PO VCL ETO FS

‡nµÁŒ¨¸É¥(Mean) 3.924 3.753 3.953 3.766 3.870

­nªœÁ¸É¥ŠÁœ¤µ˜¦“µœ(S.D) .649 .797 .688 .716 .762

„µ¦Ä®o‡ªµ¤¦nª¤¤º°„´Ÿ¼o°ºÉœ (CWO)

„µ¦ž„žo°Š°Š‡r„¦ (PO) .562***

‹·˜°µ­µ°¥nµŠ­¦oµŠ­¦¦‡r (VCL) .702*** .522***

‡ªµ¤„¦³˜º°¦º°¦oœÄ®o„´°Š‡r„¦ (ETO) .710*** .512*** .747***

‡ªµ¤­ÎµÁ¦È‹…°Š°Š‡r„¦ (FS) .549*** .461*** .617*** .624***

(10)

„µ¦ª·Á‡¦µ³®r­¤„µ¦Ã‡¦Š­¦oµŠÁ˜È¤¦¼žÂ¡ªnµ ¡§˜·„¦¦¤„µ¦ÁžÈœ­¤µ·„š¸É—¸Äœ°Š‡r„¦š¸Éž¦³„°Åž—oª¥

„µ¦Ä®o‡ªµ¤¦nª¤¤º°„´Ÿ¼o°ºÉœ „µ¦ž„žo°Š°Š‡r„¦ ‹·˜°µ­µ°¥nµŠ­¦oµŠ­¦¦‡r ¨³‡ªµ¤„¦³˜º°¦º°¦oœÄ®o„´°Š‡r„¦

¤¸°·š›·¡¨šµŠª„˜n°‡ªµ¤­ÎµÁ¦È‹…°Š°Š‡r„¦(r =.779, P<.001)­°—‡¨o°Š„´„µ¦«¹„¬µ…°Š Organ (1988) š¸É„¨nµª ªnµ ¡§˜·„¦¦¤„µ¦ÁžÈœ­¤µ·„š¸É—¸Äœ°Š‡r„¦‹³œÎµÅž­¼n‡ªµ¤­ÎµÁ¦È‹…°Š°Š‡r„¦ —´ÊŠœ´Êœ‹¹Š­œ´­œ»œ­¤¤˜·“µœš¸ÉH2

Ȥ2/df = 1.218, p = .052, GFI= .953, AGFI= .926, CFI= .995, RMSEA= .026

£µ¡š¸É2˜´ªÂ­¤„µ¦Ã‡¦Š­¦oµŠ

˜µ¦µŠ4Ÿ¨¨´¡›rš¸Éŗo‹µ„„µ¦ª·Á‡¦µ³®r°·š›·¡¨¦³®ªnµŠ˜´ªÂž¦

Paths Standardized Regression Weights

R2 p-value Hypotheses Second-order CFA Direct effect

CWO՚OCB .886 - .785 .000 H1a:Support

PO՚OCB .700 - .489 .000 H1b:Support

VCL՚OCB .904 - .817 .000 H1c:Support

ETO՚OCB .874 - .764 .000 H1d:Support

OCB՜FS - .779 .607 .000 H2:Support

5. ž¦³Ã¥œr…°ŠŠµœª·‹´¥

5.1ž¦³Ã¥œrÁ·Šš§¬‘¸

еœª·‹´¥œ¸ Ê¡¥µ¥µ¤š¸É‹³…¥µ¥‡ªµ¤¦¼oÁ„¸É¥ª„´¡§˜·„¦¦¤„µ¦ÁžÈœ­¤µ·„š¸É—¸Äœ°Š‡r„¦Ž¹ÉŠÁžÈœ˜´ªÂž¦­Îµ‡´š¸É

œÎµÅž­¼n‡ªµ¤­ÎµÁ¦È‹…°Š°Š‡r„¦ Á¡ºÉ°nª¥Á¡·É¤‡ªµ¤Á…oµÄ‹ÄœÂœª‡·—¡§˜·„¦¦¤„µ¦ÁžÈœ­¤µ·„š¸É—¸Äœ°Š‡r„¦Ž¹ÉФ¸Ÿ¨„¦³š

šµŠš§¬‘¸­°Šž¦³Á—Èœ ž¦³Á—Ȝ¦„ еœª·‹´¥œ¸ ʚšªœª¦¦–„¦¦¤…°Š¡§˜·„¦¦¤„µ¦ÁžÈœ­¤µ·„š¸É—¸Äœ°Š‡r„¦„n°œ®œoµ

œ¸ ʨ³¡ªnµÂœª‡·—š¸Éŗo¦´„µ¦°oµŠ°·Š°¥nµŠÂ¡¦n®¨µ¥ ‡º° ®oµ¤·˜·°Š‡rž¦³„°…°ŠOrgan(1988)°¥nµŠÅ¦„Șµ¤ Á¡ºÉ°Ä®o

‡¨°‡¨»¤‡Îµœ·¥µ¤š¸É¤¸„µ¦«¹„¬µÄœž´‹‹»´œ еœª·‹´¥œ¸ Ê¡´•œµ˜´ªnŠ¸Ê¤·˜·°Š‡rž¦³„°Ä®¤n‡º° „µ¦Ä®o‡ªµ¤¦nª¤¤º°„´

Ÿ¼o°ºÉœ „µ¦ž„žo°Š°Š‡r„¦ ‹·˜°µ­µ°¥nµŠ­¦oµŠ­¦¦‡r ¨³‡ªµ¤„¦³˜º°¦º°¦oœÄ®o„´°Š‡r„¦ ÁžÈœ­¸É¤·˜·°Š‡rž¦³„°…°Š

(11)

¡§˜·„¦¦¤„µ¦ÁžÈœ­¤µ·„š¸É—¸ ž¦³Á—Èœš¸É­°ŠŠµœª·‹´¥œ¸ Ê­—ŠÄ®oÁ®Èœ°·š›·¡¨…°Š¡§˜·„¦¦¤„µ¦ÁžÈœ­¤µ·„š¸É—¸Äœ°Š‡r„¦š¸É

­nŠŸ¨„¦³š˜n°‡ªµ¤‡ªµ¤­ÎµÁ¦È‹…°Š°Š‡r„¦—oª¥®¨´„“µœÁ·Šž¦³‹´„¬r‹µ„°»˜­µ®„¦¦¤›»¦„·‹Ã¦ŠÂ¦¤Äœž¦³Áš«Åš¥

5.2ž¦³Ã¥œrÁ·Š„µ¦‹´—„µ¦

„µ¦«¹„¬µ‡¦´ÊŠœ¸ ʍnª¥Ä®oŸ¼o¦·®µ¦°Š‡r„¦˜¦³®œ´„™¹Š‡ªµ¤­Îµ‡´…°Š¡§˜·„¦¦¤„µ¦ÁžÈœ­¤µ·„š¸É—¸Äœ°Š‡r„¦

°´œ‹³œÎµ°Š‡r„¦Åž­¼n‡ªµ¤­ÎµÁ¦È‹ Ÿ¼o¦·®µ¦Â¨³Ÿ¼o‹´—„µ¦‡ª¦­¦oµŠ‡ªµ¤­µ¤´‡‡¸£µ¥Äœ°Š‡r„¦Á¡ºÉ°Ä®o¡œ´„еœÁ„·—‡ªµ¤

¦nª¤¤º°„´œÄœ„µ¦šÎµŠµœ nª¥„´œ—¼Â¨­°—­n°ŠÁ¡ºÉ°Å¤nÄ®oÁ„·—‡ªµ¤Á­¸¥®µ¥˜n°š¦´¡¥r­·œÂ¨³ºÉ°Á­¸¥Š…°Š°Š‡r„¦ ¡¦o°¤š´ÊŠ

ž¨¼„ ´ŠÄ®o¡œ´„еœ¤¸‹·˜°µ­µ Á­¸¥­¨³Á¡ºÉ°­nªœ¦ª¤ ¨³„¦³˜»oœÄ®o¡œ´„еœÁ„·—‡ªµ¤„¦³˜º°¦º°¦oœÄœ„µ¦šÎµŠµœŽ¹ÉŠ

ž´‹‹´¥Á®¨nµœ¸ ÊÁžÈœ°Š‡rž¦³„°š¸É­Îµ‡´…°Š…°Š¡§˜·„¦¦¤„µ¦ÁžÈœ­¤µ·„š¸É—¸Äœ°Š‡r„¦š¸ÉœÎµÅž­¼n‡ªµ¤­ÎµÁ¦È‹…°Š°Š‡r„¦

6. …o°Á­œ°Âœ³­Îµ®¦´Šµœª·‹´¥Äœ°œµ‡˜

‡ª¦«¹„¬µÁ¡·É¤Á˜·¤—oª¥„µ¦ª·‹´¥Á·Š‡»–£µ¡ Á¡ºÉ°Ä®oŗo…o°¤¼¨Á·Š¨¹„¨³ÁžÈœ„µ¦¥ºœ¥´œŸ¨„µ¦ª·‹´¥ ץčo„µ¦

­´¤£µ¬–rÁ·Š¨¹„ ®¦º°„µ¦ž¦³»¤„¨»n¤ (Focus Group) ‡ª¦¤¸„µ¦«¹„¬µ˜´ªÂž¦°ºÉœš¸É­nŠŸ¨˜n°¡§˜·„¦¦¤„µ¦ÁžÈœ­¤µ·„

š¸É—¸Äœ°Š‡r„¦ Ánœ Ÿ¼oœÎµ„µ¦Áž¨¸É¥œÂž¨Š „µ¦­œ´­œ»œ…°Š°Š‡r„¦ „µ¦¦´¦¼o‡ªµ¤¥»˜·›¦¦¤ ¨³ ‡ªµ¤ÅªoªµŠÄ‹‹µ„

°Š‡r„¦ ­»—šoµ¥‡ª¦¤¸„µ¦«¹„¬µÄœ°»˜­µ®„¦¦¤°ºÉœ Á¡ºÉ°Ä®oÁ„·—‡ªµ¤Á…oµÄ‹°¥nµŠ‡¦™oªœ

References

Aaker, D.A., Kumar, V., & Day, G.S. (2001). Marketing research(7thed.). New York:John Wiley and Sons.

Agranov, R. & McGuire, M. (2001).Big questions in public network management research. Journal of Public Administration Research and Theory, 11 (3), 295-326.

Andrew, S. & León-Cázares, F. (2015). Mediating effects of organizational citizenship behavior on organizational performance: Empirical analysis of public employees in Guadalajara, Mexico.

EconoQuantum, 12(2), 71-92.

Armstrong, J.S.& Overton, T.S. (1977).Estimating non-response bias in mail surveys.Journal of Marketing Research, 14(1), 396-402.

Barkay, T. (2012). Employee volunteering: soul, body and CSR. Social Responsibility Journal,8(1), 48-62.

Becker, G. (1993).Nobel Lecture:The economic way of looking at behavior.The Journal of Political Economy, 101(3), 385-409.

Behnia, B. (2012). Volunteering with newcomers: The perspectives of Canadian - and foreign-born volunteers. Canadian Journal of Nonprofit and Social Economy Research, 3(2), 6-23.

Bollen, K. A. (1986). Sample size and bentler and Bonett's normed fit index.Psychometrika, 51(3), 375-77.

Brown, E. (1999). Assessing the value of volunteer activity.Nonprofit and Voluntary Sector Quarterly, 28(1), 3-17.

Dechow, N.& Mourissen, J. (2005).Enterprise resource planning systems, management control and the quest for integration.Accounting, Organizations and Society, 30(7-8), 691-733.

Dejours, C. (2005). The Human Factor (5thed.). Rio de Janeiro, RJ: FGV Editora.

(12)

Diedericks, E. (2012).Flourishing of employees in the information technology industry in South Africa.

Doctoral dissertation. Vanderbijlpark,South Africa: North-West University.

Dyne, L.& Lepine, J.A. (1998).Helping and voice extra-role behavior: Evidence of construct and predictive validity.Academy of Management Journal, 41(1),108-119.

George, J.M. (1990).Personality, affect and behavior in groups.Journal of Applied Psychology, 75(2), 107-116.

Hair, J.F., Anderson, R.E., Tatham, R.L., & Black, W.C. (2006).Multivariate data analysis (5thed.).Upper Sadie River:NJ, Pearson Education Incorporation.

Hair, J. F., Black, W. C., Babin B. J., & Anderson R. E. (2010).Multivariate data analysis. (7thed.). New Jersey: Pearson Education.

Hendricksen, C. (2002).The research web: asynchronous collaboration in social scientific research.PhD dissertation, University of Washington, Seattle, WA

Katz, D. (1964).The motivational basis of organizational behavior.Behavioral Science, 9(2), 131-146.

Kim, H. (2014). Transformational leadership, organizational clan culture, organizational affective commitment, and organizational citizenship behavior: a case of South Korea's public sector.

Public Organization Review, 14(3), 397-417.

Kongsompong, K., Green, R., & Patterson, P. (2009).Collectivism and social influence in the buying decision:A four-country study of inter-and intra-national differences.Australasian Marketing Journal,17(3),142-149.

MacKenzie, S. B., Podsakoff, P. M., & Ahearne, M. (1998). Some possible antecedents and consequences of in-role and extra-role salesperson performance’. Journal of Marketing, 62, (3), 87-98.

Miao, R. (2011). Perceived organizational support, job satisfaction, task performance and organizational citizenship behavior in china. Journal of Behavioral and Applied Management, 12(2), 105-127.

Michael, J. (2000).Implications and refinements of the establishing operation concept.Journal of Applied Behavior Analysis, 33(4), 401-410.

Moorman, R.H.& Blakeley, G.L. (1995).Individualism-collectivism as an individual difference predictor of organizational citizenship behavior.Journal of Organizational Behavior, 16(2), 127-42.

Morrison, E. W. (1994). Role definitions and organizational citizenship behavior: The importance of the employee's perspective.Academy of Management journal, 37(6), 1543-1567.

Mostafa, A. S. & Leon-Cazares, F.(2016). Public service motivation and organizational performance in mexico: testing the mediating effects of organizational citizenship behaviors. International Journal of Public Administration, 39(1), 40.

Nunnally, C.& Bernstein, H. (1994).Psychometric theorytt .New York, NY:McGraw-Hill.

Øgaard, T., Marnburg, E., & Larsen, S. (2008). Perceptions of organizational structure in the hospitality industry: Consequences for commitment, job satisfaction and perceived performance.Tourism Management,29(4), 661-671.

(13)

Organ, D.W. (1988). Organizational citizenship behaviortt : The good soldier syndrome.Lexington, MA:

Lexington Books.

Podsakoff, P. M., Ahearne, M., & MacKenzie, S. B. (1997), Organisational citizenship behavior and the quality and quantity of work group performance. Journal of Applied Psychology, 82(2), 262-270.

Podsakoff, P.M., MacKenzie, S.B., Moorman, R.H., & Fetter, R. (1990).Transformational leader behaviors and their effects on followers’ trust in leader, satisfaction, and organizational citizenship

behaviors.The Leadership Quarterly, 1(2), 107-142.

Podsakoff, P.M., MacKenzie, S.B., Paine, J.B., & Bachrach, D.G. (1997).Organizational citizenship behaviors: A critical review of the theoretical and empirical literature and suggestions for future research.Journal of Management, 26(3),513-563.

Podsakoff, P. M., MacKenzie, S. B., Paine, J. B., & Bachrach, D. G. (2000). Organizational citizenship behaviors: A critical review of the theoretical and empirical literature and suggestions for future research. Journal of Management, 26(3), 513-563.

Podsakoff, N. P., Whiting, S. W., Podsakoff, P. M., & Blume, B. D. (2009). Individual-and organizational- level consequences of organizational citizenship behaviors: A meta-analysis. Journal of Applied Psychology, 94(1), 122.

Rao, M. S. (2015). Employers hire for attitude and train for skill: Enthusiastic candidates often land the offer of a job.Human Resource Management International Digest, 23(4), 33-34.

Robert, E.H. (2013).The importance of ii a risk rr register rr in risk rr management.Retrieved May 1, 2016, from http://www// .roughnotes.com/rnmagazine/2013/january/ /2013_01p034.htm

Taniguchi, H. (2012). The determinants of formal and informal volunteering: Evidence from the American time use survey.Voluntas, 23(4), 920-939.

Shahin, A., Javad, S., & Javad, K. (2014). Developing a model for the influence of perceived organizational climate on organizational citizenship behavior and organizational performance based on balanced score card. International Journal of Productivity and Performance Management, 63(3), 290-307.

Shetach, A. & Marcus, O. (2015). Citizenship-behavior, cooperation and job satisfaction of medical and nursing teams in an Israeli hospital. Team Performance Management,21(3/4), 181-198.

Shin, Y., Oh, W., Sim, C., & Lee, J. (2016). A multilevel study of supportive leadership and individual work outcomes: the mediating roles of team cooperation job satisfaction, and team commitment.

Journal of Applied Business Research, 32(1), 55.

Walumbwa, F.O., Hartnell, C., A., & Oke, A. (2010).Servant leadership, procedural justice climate, service climate, employee attitudes, and organizational citizenship behavior:A cross-level investigation.

Journal of Applied Psychology,95(3), 517.

(14)

Walz, S. M. & Niehoff, B. P. (1996). Organizational citizenship behaviors and their effect on organizational effectiveness in limited menu restaurants. Academy of Management Best Papers Proceedings, 307–311.

Williams, L. J.& Anderson, S. E. (1991).Job satisfaction and organizational commitment as predictors of organizational citizenship and in-role behaviors.Journal of Management, 17(3), 601-617.

Yen, H. R. & Niehoff, B. P. (ŚŘŘŜ), Organizational citizenship behaviors and organizational effectiveness:

Examining relationships in Taiwanese banks.Journal of Applied Social Psychology,śŜ(Š),řŞřş- řŞśş.

Referensi

Dokumen terkait

At this point, we will investigate how servant leadership, team member exchange (TMX), and the role of organizational citizenship behavior (OCB) can influence the employee

Karyawan yang berkualitas selain melakukan tugas utamanya cenderung menunjukkan perilaku kewarganegaraan atau Organizational Citizenship Behavior (OCB). 75)

Organizational citizenship behavior berpengaruh terhadap kinerja karyawan Bank Jatim Kantor Cabang Madiun Organizational citizenship behavior OCB dengan kinerja karyawan dan

The Effect of Organizational Culture And Decision Making Toward Organizational Citizenship Behavior of Teacher in Pre-School Griet Helena Laihad1, Rita Retnowati2 1 Pakuan

The results of the study showed that work ethics, organizational commitment and motivation have a significant positive effect on Organizational Citizenship Behavior.. Organizational

Direct and indirect effects of servant and ethical leadership styles on employee creativity: mediating role of organizational citizenship behavior Jalal Rajeh Hanaysha School of

Purpose of the Study This study has six purposes: first, to identify the influence of procedural justice on Organizational Citizenship behavior employees of PT Bank Syariah in Malang;

Keywords: Organizational Citizenship Behavior, Organizational Commitment, Organizational Culture Abstrak: Penelitian ini bertujuan untuk menguji pengaruh tidak langsung budaya