本研究旨在以台灣半導體產業之工廠為範圍,探討如何留才針對工廠製造部門的基層主管為例,以及製造部門的中高階主管面對基層幹部時,管理手法觀念上的改善方向。利用本研究所架構的模式,提供中高階主管在思考當企業外部的誘因增高時,例如:更好的薪資、更好工作環境等,組織內部如何因應,及建立一套有效的領導風格與激勵模式來應對留住人才的改善方向。期盼此研究結論能提供實務界做為如何留住人才的參考。 本研究主要以文獻探討與個案訪談的方式進行,研究流程首先整理文獻中基層主管定義以及主管的領導風格與組織激勵之理論,接著蒐集主管的領導風格、組織激勵之常見問題與作法,並與文獻探討的理論部分相結合,架構出本研究的訪談問題與內容。最後以個案訪談的方式,與受訪個案公司主管以及基層主管進行專家訪談,並且利用KJ法歸納與探討,最後得到本研究的結論與建議。
This study aims to discover strategies to retain the junior supervisors in the company specifically in the semiconductor industry in Taiwan. The study takes into the account of the management techniques and the conceptual improvement of higher level executive retaining the junior supervisors in the production department. We use the institute construction pattern, allowing the executives to think about the incentives given from external enterprises, such as better wages, superior working environments, and etc., how should the organization respond and establish an effective leadership style or motivation model that would retain the talents and improve the situation. The study seeks to provide actual practices to retain the talents as a reference. The study is mainly conducted by using literature review and face-to-face interviews. The study started by reorganizing and processing the definitions of junior supervisors, high level executive’s leadership style, motivations practices and incentive plans inside organizations along with frequently appeared problems and solutions. Furthermore, we conducted the one-on-one interviews with the company’s high executives and junior supervisors, and explored by using the KJ method. Finally, we obtained the conclusion and suggestion of the study.