人格特質與工作表現、工作滿意及離職傾向之關係探討：以某量販店客收人員為例

The relationship among job performance, job satisfaction, job involvement and turnover intention of the clerks

卓筱琳(Hsiao-Lin Cho)

指導教授 ： 黃同圳

國立中央大學/管理學院/人力資源管理研究所/碩士(2008年)

摘要

在現今競爭激烈的環境中，組織的最大目標無非是要增加企業績效以獲得最大利益，因此企業是建立在以下兩個基礎上：1.員工本身具備有足夠的能力去為公司創造利潤。 2.組織能將員工放在對的位置上，讓每個人能適才適所。
甄選工具包含許多種方法，其中人格特質測驗的使用日益成長。美國管理協會(AMA)表示：在1998年，使用人格特質測驗來進行招募的公司超過28%，相較於1997年的19%，成長許多；同時，大企業比起小企業，更常使用此方法進行招募，54%的大企業使用十億(美元)投入此甄選工具中，相對於39%的小企業使用一億至五億元，多出許多(Gatewood & Field, 2001)。
本研究主要在探討客收人員甄選工具對於員工之工作績效、工作投入、工作滿意和離職率之間的關係，在此選定測量五大人格特質以及內外控傾向此兩種量表進行研究分析。在工作績效方面包含任務績效與情境績效兩個面向，研究對象共有164位。此外，本研究亦延伸探討客收人員之工作績效、工作投入、工作滿意和離職率之間的關係為何。研究結果分成兩部份：
第一部份、外向性較高之客收人員，其會有較高的工作滿意度；勤勉可靠性較高之客收人員，其會有較高之工作投入；內控傾向之客收人員，其會有較高之工作滿意度以及較低之離職傾向。第二部份、工作投入較高以及工作滿意度較高之客收人員，其離職傾向也會較低。
站在節省成本與甄選工具有效性上，建議公司可採用五大人格特質量表中的「外向性構面」、「勤勉可靠性構面」及「內外控傾向量表」作為甄選工具；同時公司應採取能增加員工工作投入和工作滿意度之政策措施，以能成功的降低離職率。

關鍵字：五大人格特質、內外控傾向、工作滿意、工作投入、工作績效、離職傾向

關鍵字

離職傾向 ； 工作表現 ； 工作滿意 ； 內外控傾向 ； 五大人格特質

並列摘要

The biggest goal of an organization is to increase the company’s performance in order to gain the biggest profit in today’s drastic business environment. An enterprise operates on the basis of the following two foundations: 1. Employees should have enough ability to create profit for the company. 2. The organization should put the employees in the right place, and assure that everyone is qualified for his/her job.
There are many selection tools at the present, especially the personality test. The America Management Association (AMA) indicates in 1998, over 28% of companies used personality tests to recruit the employees. Compared with 1997, the ratio has increased significantly. In the meantime, big enterprises often use this tool more than small firms. About 54% of big companies use ten hundred million to exploit this selection tool, and 39% of small enterprises invest one to five hundred million in it (Gatewood & Field, 2001).
This research mainly discusses the relationship among the selection tools, job performance, job satisfaction and turnover rate of clerks. It chooses “Big Five Scales” and “Locus of Control Scales” to analyze. The employees’ job performance includes “Task Performance” and “Contextual Performance”. The research sample totaled one hundred and sixty-four people. Besides, the research also extends the relationship among job performance, job satisfaction, job involvement and turnover intention of the clerks. The research outcome is presented as follows:
1.The more the level of extroversion, the higher the level of job satisfaction.
2.The more the level of conscientiousness, the higher the level of job involvement.
3.The more the level of locus of control, the higher the level of job satisfaction and the lower the level of turnover rate.
4.The more the level of job involvement and job satisfaction, the lower the level of turnover rate.

In view of cost saving and the efficiency of the selection tools, this research suggests that company should adopt “Extroversion Scales”, “Conscientiousness Scales”, and “Locus of control Scales” in “Big Five Scales” as selection tools. At the same time, the company should use some policy means to increase employees’ job involvement and job satisfaction. Therefore it can decrease the turnover rate successfully.

Key word：Big Five, Locus of control, Job satisfaction, Job involvement, Job performance, Turnover rate, SEM, LISRAL

並列關鍵字

Turnover intention ； Job involvement ； Job performance ； Job satisfaction ； SEM ； Locus of control ； Big Five

參考文獻

邱麗家（2006），內部稽核人員人格特質、工作特性與工作滿意度關係之研究－以成就動機為中介變項，國立中山大學人力資源管理研究所碩士在職專班未出版碩士論文。

黃瓊玉（2005），師徒功能認知、工作滿足與組織公民行為關聯性之研究，中原大學企業管理學系碩士學位論文。

Chang, S. H. & Lee M. S., 2006. Relationships among Personality Traits, Job Characteristics, Job Satisfaction and Organizational Commitment : An Empirical Study in Taiwan, The Business Review, 6(1)：201.

Anderson, C. J., 1977. Locus of Control,Coping Behaviors and Performance in a Stress Setting: A Longitudinal Study, Journal of Applied Psychology, 62：46-451.

Barrick, M. R. and Mount, M. K., 1991. The Big Five Personality Dimensions and JobPerformance: A Meta-Analysis, Personnel Psychology, 44(1)：1-26.