銀行主管之領導行為對員工工作績效關係研究

A Study of the Influence of the Leadership Behavior of Banking Managers toward Employees' Performance

陳玉好(Yu-Hao Chen)

指導教授 ： 陳定國

淡江大學/管理學院/管理科學研究所企業經營碩士在職專班/碩士(2008年)

https://doi.org/10.6846/TKU.2008.00947

摘要

國內銀行業從過去單純傳統穩定的環境，而演變成如今金融自由化、資訊化、多元全球化之變化多端的新環境，故今日的領導者如何迎接這二十一世紀新環境、新科技、新思維的挑戰，已經不能夠抗拒變化，不能再留念過去；則必需要有嶄新的思維、創新、改革之領導行為來提昇員工工作績效為最重要的課題，即是探討本論文之主要原因。
本研究經過研討後，即以6家銀行員工為研究對象，共收回222份有效問卷的樣本；採用「描述性統計分析」、「卡方檢定」、「相關分析」、「多元迴歸分析」等方法，及以「關懷領導」、「規範領導」、「溝通」為自變數，以「任務績效」、「脈絡績效」為依變數，來探討銀行主管之領導行為對員工工作績效關係。研究結果報告與建議提供給銀行業、企業與學術界作為改善主管領導之參考的目的。
主要研究結論與發現問題之提要共五點分述如下：
第一、銀行主管對員工「關懷度」越高，員工的「工作績效、任務績效、脈絡績效」越高未達顯著關係。
第二、銀行主管對員工「規範度」越高，員工的「工作績效、任務績效、脈絡績效」越高達顯著關係。
第三、銀行主管與員工「溝通效果」越好，員工的「工作績效、任務績效、脈絡績效」越高達顯著關係。
第四、發現銀行之主管由於太重視經營績效的目標管理，使員工對主管之關懷程度認為其次，反而重視達成工作績效目標為首要，造成員工身心精神不安定，而另尋找其他工作，最後對銀行業永續正規發展有所不利。
第五、發現銀行之主管對員工「前程發展」方面之溝通效果為「普通」，故員工對「前程發展」不敢存有太高的期望，而影響忠誠度與向心力的現象。

本研究對銀行業之建議：「主管之領導行為」方面，建立一套「良好的新管理制度」；「溝通效果」方面，營造員工「創新、建言、熱忱」之積極進取的溝通文化；及「員工績效」方面，實施「簡化、做得到、公平合理」之獎懲辦法，而最終目的即希冀銀行業能夠落實以上三方面之建議；讓每個員工有安適與穩定感，能夠快樂工作、心甘情願、盡心盡力為銀行創造最好的績效，促使銀行、主管與員工達成三贏境界。

關鍵字

領導 ； 領導行為 ； 關懷領導 ； 規範領導 ； 溝通 ； 溝通效果 ； 員工工作績效 ； 任務績效 ； 脈絡績效

並列摘要

Abstract:
From established, traditional and settled practices in the past, the banking industry in Taiwan has moved forward to a new era that is finance liberalized, informationized, diversified and globalized. Therefore, while facing challenges from the 21-century’s new environment, new technology and new way of thinking, how the current leaders adapt new leadership behaviors to the new circumstances and undertake new challenges for improving employee performance are the most important issues. It is also the purpose of this thesis.
After study and discussion, this thesis targeted employees working at six banks as case study objects and obtained 222 returned questionnaires as effective study samples. The results of survey are carried out by the measures of “Descriptive Statistics Analysis”, “Chi-square Test”, “Correlate Analysis” and “Multiple Regression Analysis”, with “Consideration”, “Initiating Structure” and “communications” defined as the independent variables and “Task Performance” and “Contextual Performance” the dependent variables. The conclusion and suggestion generated from this thesis can be regarded as the reference material for leaders and managers at banking industry, enterprises and academic institutions on the improvement of leadership and management skills.

The main five findings carried out in this thesis include the following:
1.)The more consideration the employees get from their leaders, the more remarkable results of employee performance, task performance and contextual performance are.

2.)The more initiating structure the employees get from their leaders, the more remarkable results of employee performance, task performance and contextual performance are.

3.)The better communication among leaders and employees, the greater remarkable results of employee performance, task performance and contextual performance are.

4.)The way that leaders emphasizing on the importance of operation achievement and target management can also make employees value the target performance as the first priorities rather than the consideration. This situation can push employees to look for other jobs, due to mentally and physically exhausted. Eventually it will be negative influence on normal and sustainable development for banking industry.

5.)The study found that if the effect of communication between leaders and employees regarding “career development” is just “so-so”, employees will not expect too much for “developing career”in the organizations. It will further influence employees'loyalty and centripetal intention to the organizations.

Suggestions to banking industry from this thesis are as follows:

Regarding the leadership:
To build up an “appropriate management system” that fits the circumstances in banking industry.

Regarding the effect of communication:
To create a constructive culture of communication that can encourage employees to be innovative, expressive and passionate.

Regarding the employee performance:
Implement a system of rewards and penalties that is simplified, workable, equitable and rational.

The objective of the findings from the study is to contribute a win-win-win status for banks, leaders and employees. From adopting the above three suggestions, the banking industry can establish better working environments where can facilitate employees with better perceptions of comforts and stableness, greater encouragements for working happily and more motivations for willing to fulfill self-obligations and perform the best achievement for the organizations.

並列關鍵字

Leading ； Leadership Behavior ； Consideration ； Initiating Structure ； Communication ； Communication Effect ； Employee' Performance ； Task Performance ； Contextual Performance

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