餐旅從業人員生涯發展與組織承諾之研究──以國際觀光旅館為例

A Study of Career Development and Organization Commitment of the Staff in Hospitality Industry: International Tourist Hotels in Taiwan

李諺勳(Yen-Hsun Lee)

指導教授 ： 陳文聰

國立高雄餐旅大學/餐旅學院/餐旅管理研究所/碩士(2007年)

https://doi.org/10.6825/NKUHT.2007.00018

摘要

本研究從Hall之生涯發展模式著眼，旨在以員工認知的觀點，調查探討觀光餐旅業個人生涯規劃及組織生涯管理的現況，及其對組織承諾的影響效果，並驗證其在不同個人背景及組織特性上的差異。本研究以全台灣共60家國際觀光旅館之從業人員為研究母體，主要分析結果如下：
一、旅館從業人員生涯發展認知程度與其個人背景及組織特性有顯著關聯。
二、旅館業員工對個人生涯規劃四項構面皆具有不錯的掌握度，其中以「自我瞭解」最高，其次為「策略行動」及「目標掌握」，而「機會掌握」較低。
三、不同個人背景的飯店員工在生涯規劃掌握上大多有顯著差異。
四、員工對其任職飯店組織生涯管理五項構面的感受度平均評價皆未達及格標準，而由高至低依序為「職務適配與訓練」、「公平升遷與前輩提攜」、「能力考核與獎酬」、「生涯資訊與進修成長」及「諮商與輪調制度」。
五、不同組織特性的飯店在生涯管理各方面的落實程度大多有顯著差異。
六、員工對其任職飯店之組織承諾三項構面：「努力意願」、「組織認同」及「留職傾向」平均值皆不高，尤以「留職傾向」為最低。
七、不同背景特性的飯店員工在組織承諾上大多有顯著差異。
八、員工生涯發展認知程度與其對任職飯店的組織承諾成正比。
九、組織生涯管理與員工個人生涯規劃大多有顯著正相關。
十、員工生涯規劃掌握各層面大多對組織承諾有正向顯著影響，尤以「機會掌握」為最主要影響因素。
十一、組織生涯管理各層面對員工組織承諾皆有正向顯著影響，尤以「公平升遷與前輩提攜」為最主要影響因素。
十二、生涯管理在不同職級別上對員工組織承諾的影響效果有所差異。
本研究依據分析結果，分別針對觀光餐旅從業人員、管理者及整體業界三方面提出多項具體建議，並供後續學術研究參考。

關鍵字

旅館從業人員 ； 員工認知 ； 個人生涯規劃 ； 組織生涯管理 ； 組織承諾

並列摘要

This study took the angle of Hall’s career development model, aimed at investigating the state of play of individual career planning and the implement degree of institutional career management in hospitality and tourism industry from the perception of staff, and their impact on organizational commitment. It also covered whether career development and organizational commitment vary among different individual backgrounds and institutional distinctions. The populations of this study were the staff in 60 international tourist hotels in Taiwan. 361 effective samples were retrieved from 772 questionnaires altogether. The main results of this study were summarized as follows:
1. There were significant relations among career development perception degree of staff in hotels and individual backgrounds and institutional distinctions.
2. The staff in hotels had good holding in four individual career planning contracts, the ‘self-assessment’ been the highest, followed by ‘action strategy’ and ‘goal holding’, and the ‘chance holding’ as the lowest.
3. There were many significant differences in individual career planning of the staff in hotels among different backgrounds.
4. All the mean values of five determinants of institutional career management from the perception of the staff in hotels were not passing the standard, from the highest to the lowest, were ‘job matching and orientation’, ‘fair promotion and mentor program’, ‘potential assessment, performance appraisal and reward’, ‘career resource and further education evolvement’, and ‘career consulting and retention mechanism’.
5. There were many significant differences in the implement degree of institutional career management of the hotels among different institutional distinctions.
6. All the mean values of three determinants, ‘effort willingness’, ‘organizational identification’, and ‘retention intention’, of organizational commitment of the staff to their hotels were not high, especially the lowest mean of retention intention.
7. There were many significant differences in organizational commitment of the staff in hotels among different backgrounds and distinctions.
8. The staff’s perception degree of career development perception was positively related to their organizational commitment to their hotels.
9. There were many significant positive correlations between institutional career management and individual career planning of the staff.
10. Many of the constructs of individual career planning had significant positive impact on organizational commitment, and the ‘chance holding’ had the strongest effect.
11. All the constructs of institutional career management had significant positive impact on organizational commitment, and the ‘fair promotion and mentor program’ had the strongest effect.
12. There were many differences where the impact of institutional career management on organizational commitment among different position levels.
Finally, according to the results of this study, some specific suggestions were proposed at the end, which might be effective references for operations and management in hospitality industry and further researches.

並列關鍵字

Staff in Hotels ； Employee Perception ； Individual Career Planning ； Institutional Career Management ； Organizational Commitment

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