高危險工作環境領導風格、組織承諾與工作滿意度之研究-以D電廠為例

Leadership Style, Work in High Risk Environment-a Case Study of Organizational Commitment and Job Satisfaction -D Power Plant as an Example

康棟雄(Donq-shoung Kang)

指導教授 ： 嚴國慶 博士

朝陽科技大學/管理學院/企業管理系碩士在職專班/碩士(2011年)

摘要

2011年3月，日本東北9.0級大地震，毀福島無數的建築，而人員的傷亡更是慘烈，更引來巨大的海嘯侵襲日本，並連鎖反應福島核能發電廠的核子燃料棒熔毀、氫氣爆炸，導致輻射嚴重的外洩，輻射汙染飄向世界各國，影響深遠，反觀日本核能電廠內派出所謂的50壯士，死守在核能電廠內，作災後緊急應變，每一位守護在電廠的員工都抱著必死的決心，明知輻射汙染嚴重，有可能因輻射暴露造成傷亡，然而，這群壯士竟然視死如歸，赴湯滔火之決心，真是難能可貴。所以電廠之高危險工作環境的組織領導與工作滿意度及組織承諾的研究更是本研究的最高動機。
本研究以D-電廠員工為研究對象，分析領導風格、組織承諾對工作滿意度之關係，為達成研究結果的一般化，本研究發出問卷194份，有效回收問卷184 份，並運用變異數分析與迴歸分析來進行假說檢定。
本研究以工作滿意度為應變項，領導型態、組織承諾為自變項。(一).以領導風格之研究，發現高危險工作環境主管所採取的領導型態是以：績效領導、結構領導、關懷領導，即是以績效領導掛帥，常理而言發電任務為首要，故以績效為中心領導是為必然。(二).工作滿意度之研究，發現高危險工作環境同事相處間具有高度的EQ，員工與上司的相處亦融洽，工作本身也能帶來滿意度，薪資福利亦合宜，惟對於升遷制度?有信心。(三).組織承諾之研究，發現高危險工作環境同仁具有對組織努力工作之熱誠、有學習新的技術的高度意願，但是對於繼續服務意願並不高，探究其原因國人回鄉服務之心及地域性之觀念深植，如果可以隨著個人之意願調動及地域性之需求招募人才，以提高人員之留任意願。
研究發現(1).高關懷領導呈現高工作滿意度及高的留職承諾。(2).有明確的組織結構及職權劃分，可避免部門與部門間之衝突，可以避免因職務分工模糊不清造成同事間之對立衝突狀態。(3).升遷滿意度高，則留職承諾高。(4).工作本身帶來的成就感、發揮潛能的機會，皆更能激發個人的留任意願。
對領導者的建議：一.關懷領導的施行：研究發現高關懷領導呈現高工作滿意度及高的留職承諾。因此領導者應以更高的關懷角度帶領導員工，當員工感受到領導者的關懷時，便會主動積極的努力打拼的工作，以回報領導者知遇之恩，尤以高危險工作環境之員工，主管關懷領導是絕對必要施行。二.建立明確之組織結構、權責關係與績效評估的制度：研究發現有明確的組織結構及職權劃分，可避免部門與部門間之衝突，可以避免因職務分工模糊不清造成同事間之對立衝突狀態。建立公平公正的績效考評制度，健全組織之績效考評制度，提升員工的努力承諾及留職承諾。三.建立公平公正的員工升遷考核制度：研究顯示D-電廠同仁對於工作滿意度之升遷滿意度相當的不滿意；於組織承諾中，員工雖有強烈的努力承諾及追求新的技能，但是對於繼續服務於D-電廠的意願並不高；為了提升同仁的留職承諾，應建立單位之公平公正而且透明化的員工升遷考核制度，提升低的留職承諾。四.提升單位工作滿意度：研究顯示工作滿意度對留職承諾、具有預測力及正面效果而且顯著相關。所以工作帶來的成就感、發揮潛能的機會，都更能激發個人的留任意願。

關鍵字

努力承諾 ； 留職承諾 ； 領導型態 ； 關懷領導 ； 組織承諾

並列摘要

Abstract
March 2011, Japan northeast of 9.0 magnitude of large earthquake, damage Fukushima countless of building, personnel of casualties more is tragic, more attracted huge of tsunami invasion Japan, and chain reaction Fukushima Nuclear Energy Power Plant of nuclear fuel bar melt destroyed, and hydrogen explosion, leakage of radiation caused serious, radiation pollution floating to world States, effect farreaching, anti-view Japan Nuclear Energy Power Plant within sent so-called of 50 heroes, defending in Nuclear Energy Power Plant within, for urgent strain, each a bit guardian in power plant of staff are hold was will died of determined to, knows radiation pollution serious, has may because radiation exposure caused casualties, however, This group of brave soldiers are unafraid of death unexpectedly, Goes to determi- -nation of death, is rare. So power plant high risk working environment, job satisfaction and organizational leadership and organizational commitment research was the study of the high -est motives.
This research to employees for the study of D-Power Plant, analytical style of leader- -ship and organizational commitment to the relationship between job satisfaction, to reach a study on generaliza tion of the results, this study questionnaire 194, effective reclamation questionnaire 184 and using analysis of variance and regression analysis for hypothesis testing.
Job satisfaction for this research to strain, patterns of leadership and organizational commitment to change. (I). In the study of leadership style, found high risk work environme- -nts is based on performance of lead taken by the competent State Leadership、Leadership structure、Caring leadership ,that is led to performance considerations, common sense, power generation task is first and foremost, so performance-centered leadership is inevitable. (Ⅱ). study of job satisfaction, found high risk working environment between colleagues with high EQ, employees also get along well with the boss, the work itself can bring satisfaction, pay and benefits are also desirable, but for the promotion have no confidence in the system. (Ⅲ). Organization commitment of research, found high dangerous work environment colleagues has on organization efforts work of enthusiasm, and has learning new of technology of height wishes, but for continues to service wishes does not high, Exploring their home visit services causes people deep of the heart and the regional concept, if you can, with individual regional demand willingness to mobilize and recruit talent, and willingness to improve staff retention.
Study finds (1).High concern leadership and high job satisfaction and retention of high commit- -ment. (2).Have a clear organizational structure and Division of powers to avoid conflicts among government departments, you can avoid the Division of duties conflict between States of ambiguity caused among colleagues. (3). Promoting high satisfaction, high retention commitment. (4).The sense of accomplishment, and potential opportunities for themselves, are more inspire personal willingness to stay on.
Recommendations to leaders: 1. Care for the purposes of leadership: study finds high rendering care leadership and high job satisfaction and retention of high commitment. Therefore leaders should point with greater care staff with leadership, when an employee when you feel the caring leader will be proactive efforts of hard work, in gratitude for receiving help and encouragement by a superior return leader, particularly in high risk working environment of employees; competent caring leader- ship is absolutely essential purposes. 2. Establish a clear relationship between organizational structure, responsibilities and performance assessment system: study finds a clear organizational struc- ture and Division of powers to avoid conflicts among government departments, you can avoid the Division of duties conflict between States of ambiguitycaused among colleagues. Establishment of a fair and impartial performance appraisal system, a sound performance evaluation system of the Orga- nization, improve employee retention and commitment to the efforts of commitment. 3. Established fair just of staff promotion examination system: Research display D-Power Plant collea- gues for work satisfaction of of promotion satisfaction of quite of not satisfaction; Organization commitment in the, staff although has strongly of efforts commitment and the pursuit new of skills, but for continues to service D-Power Plant of wishes does not high; toupgrade colleagues of retention commitment, should established units of fair just and transparent of of staff promotion examination system, upgrade low of retention commitment. 4. Improve job satisfaction: study shows commitment to retention, with forecasts of job satisfaction and positive and significant effect. Sense of accomplishment, and potential opportunities for work, and more inspire personal willingness to stay on.

並列關鍵字

Promotes Staff' ； Leadership State ； Retention ； Organizational Commitment ； Concern leadership ； ' ； s Efforts

參考文獻

許士軍（1995），管理學，台北︰東華書局。

祝道松，盧正宗、游怡婷(2008)，領導型態、審計結構與審計人員角色壓力對工作滿意度關係之研究，會計與公司治理第五卷第一期，1-32 頁。

黃世忠(2002)，組織結構、領導風格、員工個人特質、工作特性與工作滿足關係之研究－以中山科學研究院電子系統研究所為例，碩士論文，中原大學企業管理學系，中壢市。

林麗娟(2006)，健保局員工工作壓力、領導型態、人格特質、與工作績效關係之研究，碩士論文，國立成功大學企業管理研究所，台南市。

莊采華(2008)，主管領導風格對工作壓力與離職傾向關係之研究–台灣地區保險業為例，碩士論文，大同大學事業經營研究所，台北市。