| Summary: | 碩士 === 國立中山大學 === 人力資源管理研究所 === 104 === In workplace, coworkers are the people that employees interact with most frequently. Most research studied on the effects of coworker support emphasize on such support can relieve employees’ psychological pressure and intention to leave. But will such supportive behaviors just bring positive effects?
In this study, I used critical incidents technique (CIT) and collected 44 critical incidents about coworker supportive behaviors. I analyzed and categorized these these behaviors into 2 kinds, direct supportive behavior and indirect supportive behaviors.
Both 2 kinds of coworker supportive behaviors do have derived positive effects, but they also bring some side effects. For direct supportive behaviors, they bring 4 kinds of side effect, including: having error on tasks, putting more hours to rectification, having worse quality of work output, having insufficient knowledge on task. For indirect supportive behaviors, they bring 2 kinds of side effect, including: increasing workload and increasing job pressure.
Besides the described side effects, direct supportive behaviors derive 5 kinds of negative feelings, including: worry about be recognized as having insufficient ability, worry about generating communication misunderstanding, worry about be untrusted by coworker, worry about having not a sense of accomplishment, worry about be grabbed of credit by coworker. Indirect supportive behaviors derive 2 kinds of negative feelings, including: feeling of being deceived and feeling being forced.
Finally, this study discussed the results and made some practical recommendations.
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