在全球經濟景氣起伏劇烈之際,每個組織的領導者扮演非常重要的角色,而每位領導者的領導行為皆不一樣,有關懷領導及定規領導,但都一樣可以發揮領導效能,依據學者研究,領導者的領導行為確實對員工的組織承諾、工作滿意度及工作績效會有影響,如果可以了解不同主管的領導行為對員工的組織承諾、工作滿意度及工作績效的影響為何,將有助於主管掌握及調整自己的領導行為,以增加員工組織承諾、工作滿意度及提昇工作績效,進而創造良好的組織績效。 本研究針對個案公司兩個新成立的電廠94~99年新進員工為對象,發放484份問卷,回收439份問卷,回收率為91%;有效問卷351份,有效問卷率為73%;無效問卷133份,無效問卷率為27%。除了進行文獻探討之外,亦採用問卷發放的方式蒐集相關資料,經由統計分析之後,研究結果發現主管採用關懷領導對於員工的組織承諾、工作滿意度有正相關;與工作績效則不顯著;反之若主管採用定規領導則對於員工的組織承諾、工作滿意度及工作績效都有正相關,顯示定規型領導傾向越高,員工的組織承諾、工作滿意度及工作績效越高。 本研究的結論如下: 1.主管領導行為對於組織承諾的正向關聯性獲得支持。 2.主管領導行為對於工作滿意度的正向關聯性獲得支持。 3.主管領導行為對於工作績效的正向關聯性獲得支持。 4.組織承諾對於工作績效的正向關聯性未獲得支持。 5.工作滿意度對於工作績效的正向關聯性獲得支持。 6.主管領導行為對工作績效影響時,組織承諾、工作滿意度所扮演之中介效應關聯性部份支持。
In the time when global economical environment changes dramatically, the managers play very important roles in their companies. Every individual manager owes his/her own leadership, which could be styles of consideration or initiation structure. Both styles are effective. According to the researches, managers’ leadership do have influences on members’ organizational commitment, job satisfaction and job performance. By understanding the relationships between each other can help mangers to adjust their leadership and improve organizations’operation. The main purpose of this research is to have discussion and study on the behavior of new comers of two new founded power plants of Taiwan power company. In addition to a literature review, a relative questionnaire survey was applied. Through the statistical analysis, it is found when style of consideration is applied, members' organizational commitment and job satisfaction can be improved. but seems no effect on job performance. When style of initiation structure is applied all the members’ organizational commitment, job satisfaction and job performance are improved at same time. This research's conclusion is as follows: 1:Support of positive relationship between leadership and organizational commitment. 2:Support of positive relationship between leadership and job satisfaction. 3:Support of positive relationship between leadership and job performance. 4:Nonsupport of positive relationship between organizational commitment and job performance. 5:Support of positive relationship between job satisfaction and job performance. 6:Partsupport of positive relationship between the roles played by organizational commitment and job satisfaction when leadership have influence on job performance.
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