主管領導型態對員工工作滿意度及組織承諾關係之探討－以手工具產業為例

「人才」可以說是企業經濟競爭的中致勝的關鍵因素之一、但在全球景氣低迷時，企業為了追求其競爭力以維持企業永續經營，縮減管理人力是主要控制管理成本方法之一、但有時也因此政策使得勞雇之間的關係造成緊張、不信任，尤其在2008年金融海嘯後，更是時有所聞，員工對於工作職場這種普遍不穩定及無工作保障的情況下也對企業失去忠誠，不但產生了高度人員流動率，有時也間接造成企業的低效率、低技術。而重要的技術，職場技能和經驗，則因為人力高流動率而無法獲得累積、學習和傳承，這更是未來影響組織效能重要變數中的其中一環。在許多組織行為的研究中我們可以發現影響組織效能的因素很多，不過大多以工作滿意度和組織承諾這二個因素較常受到研究者重視，其實領導行為也是影響組織效能的重要因素，本論文主要探討主管的領導型態是否會對員工滿意度與組織承諾產生影響?探討主管的領導型態是否直接影響員工對工工作滿意度及組織的承諾之外，及不同的控制變項對結果是否也有不同。本研究以台灣手工具產業為例，研究方法採取問卷調查法進行，以手工具產業的員工來探討該產業主管的領導型態對工作滿意度及組織承諾關係做研究，提供管理階層未來作為人才管理參考策略及管理方向，目的為使管理人員和員工能形成夥伴關係，讓員工在工作上得到滿意和成就，並也可間接幫助企業離職率的降低，提升組織效能。研究結果發現，手工具產業員工對於公司主管的領導型態感受程度趨近良好，主管領導型態對於員工工作滿意度及組織承諾關係也均有相當的影響，而交易型領導之工作滿意度略高於轉換型領導，及轉換型領導之組織承諾高於交易型領導的結果。這也證明雖然轉換型領導和交易型領導的型態概念不同，但是二者均可預測出領導效能和結果，所以手工具產業主管除了需加強原有專業技能外，還需要提升自我轉換型領導與交易型領導的管理能力，運用兩項領導之管理技能來創造員工進步的動力及提升其組織最大效能。研究者也希望此研究結果能提供給實務界管理階層作為公司管理參考方向，也期望能夠提供學術界未來研究參考之用。

關鍵字

手工具；領導型態；工作滿意度；組織承諾

並列摘要

Human Resources are one of the most important factors in success for enterprises to compete in today’s economic environment. However, during global recession, reducing managerial work force seems to be the most commonly deployed method of controlling costs in the hope to maintain the enterprise’ competiveness and sustainable growth. Such methods have often led to distrust between the employer and the employees. Especially after the 2008 financial crisis, it was frequently heard that workers lost faith in job security and loyalty to the enterprise they worked for. Eventually, enterprises needed to face the high turnover rate originated from workers’ frustration. In most cases, enterprises often found themselves suffering from the indirect consequence of low efficiency and static technical development brought about by the high turnover rate. Furthermore, the key technology, skills and experience cannot be fully accumulated, and passed down to new or less experienced employees. So In the long term, this phenomenon has become one key factor impacting on organizational effectiveness. From research into organizational behavior, one can conclude that organizational effectiveness can be impacted by several factors. Amongst these factors, job satisfaction and commitment to the organization are the two most often explored? In this research, the leadership style should also be considered as a key factor, and which is also capable of impacting on organizational effectiveness. The purpose of this paper is to explore whether leadership style can affect the job satisfaction and employees’ commitment and how the difference of leadership style can affect the result of an enterprise’ attempting to control variables. The research extracts an example from the hand tool industry. By using a questionnaire research method, this research seeks to find out how leadership style can affect job satisfaction and commitment from the point of view of workers in this industry. The goal is not only to offer managerial team a valid strategy and direction on human resources management, but also a method to form partnership between the managerial team and the employees. The intention is to reduce the turnover rate and to improve the organizational effectiveness by enhancing the overall employees’ job satisfaction and sense of achievement. From the research, one can find that employees from the hand tool industrial hold a positive attitude towards the leadership style of their management team. The assumptions on leadership style are correlated with job satisfaction and organizational commitments can also be supported by this research. When it comes to job satisfaction, Transactional Leadership has more significant effects than Transformational Leadership does. On the other hand, Transformational Leadership can bring out a higher degree of organizational commitment. The conclusion being, despite all of the conceptual differences between the two leadership styles, both are capable of predicting the effects and outcomes of leadership. Therefore, to optimize the benefits of the two managerial styles in the hope of motivating employees and improving organizational effectiveness, management teams will need not only to enhance professional skills but also to improve their transactional and transformational management skills. The author hopes that the conclusions drawn from this research can be helpful to both daily industry practice and academic purposes.