當台商在大陸投資設廠時,由於政治經濟及意識形態的差異,使得雙方人民在工作態度產生落差,致台商在大陸面臨人力管理上的問題。本研究針對兩岸員工在企業文化、領導行為對工作態度之關係進行實證分析,以提供台商管理者的參考,希能提升經營績效。 本研究以台商某電子業員工為對象。有關之各項變數,以問卷調查法獲得。台灣方面有效問卷為96份,大陸方面有效問卷為133份,兩地有效問卷共為229份,並以軟體SPSS進行各項統計分析,主要發現如下: 1.組織文化會影響員工之工作投入;台灣員工不支持,大陸員工支持。2.組織文化會影響員工之組織承諾;台灣與大陸員工支持。3.領導型態會影響員工之工作投入及之組織承諾;台灣與大陸員工支持。4. 兩岸員工對組織文化、領導型態、工作投入、組織承諾的知覺有顯著差異;台灣與大陸員工支持。5.個人基本變項差異會影響其組織文化、領導型態、工作投入、組織承諾的知覺;台灣與大陸員工均部份支持。
The political, economical and ideological differences exist between China and Taiwan. The study analyzes the influence of entrepreneurship and leadership on job Attitude and focuses on the workers of a Taiwanese-owned electrical factory. The variables in the study are obtained by a questionnaire survey. 96 surveys were taken in Taiwan and 133 were taken in China. The total of 229 surveys and their statistical analyses are made by the software SPSS. Below are the results: 1. Organizational culture can affect the job involvement of the workers. This is tenable for the Taiwanese workers, but not for Mainland Chinese workers. 2. Organizational culture can affect the organizational commitment of workers. This is tenable for both of the workers. 3. Leadership style can affect the work investment of workers. This is tenable for both of the workers. 4. There are obvious differences in the organizational culture, leadership style, job involvement and organizational commitment between the workers of the countries. This is tenable for both of the workers. 5. The individual’s basic variable differences will affect their perception on the organizational culture, leadership style, job involvement and organizational commitment. This is partly tenable for both of the workers.