過去管理領域中已有許多建言行為之相關研究，然大多著墨於建言行為的影響前因，對於建言行為的影響後果則了解較少。近年來學者們開始針對建言行為與主管建言之評價此一議題進行研究。由於建言行為有不同類型，因此各類型的建言如何影響主管對建言之評價，是現階段建言研究需要繼續了解的議題。基於上述，本研究目的是要驗證不同類型之建言行為(包括促進型與抑制型建言)，是否會主管建言評價產生不同的影響。此外，本研究以主管對員工建言之評價為中介變數，並以員工慎思特質為調節變數，驗證員工促進型建言和抑制型建言如何透過主管對員工建言之評價之間的中介，如何影響員工未來遷可能性。
本研究以郵寄問卷的方式進行資料蒐集，以台灣南部某消防隊50個分隊的其中400位基層隊員以及100位主管(包括分隊長與小隊長)為本研究之研究對象。在問卷發放方面，本研究以兩個時間點(間隔兩個月)分別蒐集員工(即基層隊員)自評問卷以及主管他評問卷。第一階段時間為員工自評問卷，包含員工促進型建言行為、員工抑制型建言行為、員工慎思特質等構念；第二階段時間點為主管他評問卷，包括主管建言之評價(由小隊長進行評定)、員工升遷可能性(由分隊長進行評定)等兩個構念。經由基層隊員、小隊長與分隊長的問卷配對後，研究樣本共包含331筆有效之三方跨時間點的配對問卷。本研究以SPSS的外掛PROCESS模組進行資料分析。此外，本研究亦使用拔靴法確認研究變數之間的中介影響效果。
本研究之資料分析結果顯示：(1) 員工之促進型建言與主管對員工建言之評價具有顯著的正向影響關係；(2)員工慎思特質對員工之促進型建言與主管對員工建言之評價具有顯著的正向調節效果；員工慎思特質高時，促進型建言與主管對員工建言之評價有較高的正向關係，但慎思特質低時，促進型建言與主管對員工建言之評價無顯著關係；(3) 員工之抑制型建言與主管對員工建言之評價無顯著正向或負向影響；(4) 員工慎思特質對員工之抑制型建言與主管對員工建言之評價具有顯著之調節效果；員工慎思特質高時，抑制型建言與主管對員工建言之評價為正向關係，但員工慎思特質低時，抑制型建言與主管對員工建言之評價無顯著關係；(5)主管對員工建言之評價與員工升遷可能性之間具有顯著的正向關係。
綜合以上敘述之研究結果可以得知，員工的促進型建言對主管建言之評價具有直接正向影響效果，但抑制型建言則無。然而若員工具有高慎思特質時，此員工提出之促進型建言以及抑制型建言可提高主管對員工建言之評價，並且會進一步的影響此員工未來的升遷可能性。由上述之研究結果發現顯示，員工建言時若希望得到主管的高度評價，則本身的慎思特質扮演重要影響。在員工提出促進型建或抑制型建言時應對建言內容思考周延，才能讓主管其建言產生高度評價，同時主管亦應鼓勵員工提出建言前進行思考，以增加員工建言的有效性與接受程度。

In the research field of management, a lot of literature has discussed the employee voice behavior. However, most previous studies focused on its antecedents, only few studies aimed at understanding the consequences of employee voice behavior. In recent years, some scholars have endeavored to understand manager’s evaluation of voice. In fact, there are few different classifications of voice behavior. Therefore, how different types of voice behavior influence manager’s evaluation of voice is an important issue in the current voice research. Due to the above reasons, this study aimed at examining whether different types of employee voice behavior have different influences on manager’s evaluation of voice. In addition, this study adopted managers’ evaluation of voice as a mediator and employees’ deliberation trait as a moderator, and examined how employee promotive and prohibitive voice behaviors influence employees’ future promotability through the mediation of managers’ evaluation of voice.
This study collected paired data using survey method. The participants were 400 frontline firefighers and their 100 team leaders (including main leaders and associate team leaders) nested in 50 teams of a firefigher department in Southern Taiwan. We distributed questionnaires in two phases (two-month gap) and respectively collected employee (i.e., frontline firefighter) questionnaires and supervisor (i.e., main team leader and associate team leader) questionnaires. In the first phases, the employees filled out the self-reported questionnaires and answered their own perceptions of their promotive voice, prohibitive voice, deliberation. In the second phases, the supervisors filled out the supervisor-reported questionnaires and assessed their evaluation of employees’ of voice (evaluated by associate team leaders) and employees’ promotability (evaluated by main team leaders). After matching questionnaires from frontline firefighters, associate team leaders, and main team leaders, this study finally obtained a total of 331 valid paired questionnaires. To analyze data, this study used an SPSS add-on module—PROCESS. Furthermore, this study used the bootstrapping method to check mediating effects between variables.
Through statistical analyses, this study had several findings: (1) employee promotive voice was significantly and positively correlated with managers’ evaluation of voice; (2) employee deliberation trait significantly moderated the relationship between employee promotive voice and managers’ evaluation of voice; when employee deliberation was high, this relationship was more positive; when employee deliberation was low, this relationship was less positive and had no significant relationship; (3) employee prohibitive voice did not have a significanat positive or negative relationship with managers’ evaluation of voice; (4) employee deliberation trait significantly moderated the relationship between employee prohibitive voice and managers’ evaluation of voice; when employee deliberation was high, this relationship was positive; when employee deliberation was low, employee prohibitive voice was not significantly related to managers’ evaluation of voice; (5) managers’ evaluation of voice was significantly and positively correlated with employees’ promotability.
In sum, we found that employee promotive voice had a positive effect on managers’ evaluation of voice, but employee prohibitive voice did not. Furthemore, employees’ high-level deliberation trait can enhance managers’ valuation of promotive voice and prohibitive voice, and can enhance employees’ promotability. The findings of this study indicate that employee deliberation plays an important role if employees would like to receive high recognition of voice from their managers. Before employees propose promotive and prohibitive voice, they should think their voice content more thoroughly, so that their managers could give their voice high valuations. At the same time, managers should also encourage employees to ponder voice content before making suggestions, so that employees’ suggestsions could be more valid and be more acceptable.

第一章 緒論 1
第一節 研究背景與動機 1
第二節 研究目的與缺口 4
第二章 文獻探討 7
第一節 建言行為的定義以及分類 8
第二節 建言行為的後果 18
第三節 理論架構與研究假設 23
第三章 研究方法 31
第一節 研究對象與資料蒐集 31
第二節 研究構念之衡量 32
第三節 資料分析方法 34
第四章 研究分析結果 35
第一節 敘述性統計與相關分析 35
第二節 信度分析與效度分析 42
第三節 研究假設驗證 47
第五章 研究結論與建議 55
第一節 研究結果 55
第二節 理論貢獻 58
第三節 實務意涵 61
第四節 研究限制與未來研究方向 63
第五節 總結 66
參考文獻 67
中文文獻 67
英文文獻 69
附錄 研究構念之衡量量表 79

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