金融業主管領導風格對績效評估準則之差異 —以員工人格特質為干擾變項

Analyze the Inflnence of the Executives’ Leadership Style on Performance Evaluation Criteria in Financial Industry- Using Employees’ Personality Trait as Interference Variable

葉佩蓉(PEI-JUNG YEH)

指導教授 ： 陳瑾儀

中原大學/商學院/企業管理研究所/碩士(2016年)

https://doi.org/10.6840/cycu201600903

摘要

企業為了永續經營，除了公司經營策略不斷因應市場變化外，內部亦應不斷自我提升，管理四大職能中「領導」是一門藝術，要如何使組織內齊心以達成目標，領導者除了要具備實力，更要有魅力。領導是一種影響力，透過組織成員共同為團體目標的達成而努力，引導組織成員齊心協力，促進分工合作的功能。其中，主管對於員工個人之「績效評估」扮演著關鍵性的因素，除了業界常以此結果作為員工升遷及獎金分配的依據外，實為管理者連結領導能力與企業績效關聯性的重要工具。因此，本研究試圖探討員工人格特質對主管不同領導風格的績效評估準則是否有干擾作用，共提出三個研究假設，包含探討主管領導風格對績效評估準則之影響效果，以及分別探討員工人格特質屬內控與外控取向對轉換式領導與績效評估準則是否具有干擾作用。
本研究問卷來源為網路發送，研究對象以行政院主計處所編定的「中華民國行職業標準分類」第9次修訂(100年3月)定義之金融業主管為研究對象，回收共計161份問卷。透過分析發現，金融業主管領導風格對於績效評估準則在「問題解決能力」及「顧客滿意度」上達到顯著，說明其經營理念與多數企業相同，顧客為金融業重要資產，故部屬應盡全力替顧客解決問題，想顧客所想、急顧客所急、滿足顧客之所需，並以顧客滿意度為首，然實務上，目前金融業單位主管因時勢所迫，皆以銷售最大利潤之商品為主要業務，故不論其主管領導風格為何，多憑其「業績達成率」做為績效考核評估之主要依據，與問卷結果有明顯的差距；主管領導風格對員工人格特質屬於內控取向者，其績效評估準則在「出勤率」、「人際溝通」、「團隊合作」及「顧客滿意度」達到顯著，說明主管在做績效評估時，除以企業經營理念「顧客滿意度」為重外，另對於員工「人際溝通」及「團隊合作」亦相當重視，實務上員工人格特質屬於內控取向者，多為內勤單位，故支援前線與其溝通及團隊合作更顯重要，且對於基本之「出勤率」亦為相當重視；主管領導風格對員工人格特質屬於外控取向者，其績效評估準則在「業績達成率」及「出勤率」達到顯著，說明主管在做績效評估時，除以基本之「出勤率」為重外，實務上員工人格特質屬於外控取向者，多為業務單位，另對於「業績達成率」甚為重視。

關鍵字

績效評估；人格特質；領導風格；轉換型領導

並列摘要

“Leading” among four functions of management is an art and it takes the leader’s charisma besides competence to make all members in the organization to stay focused and to dedicate for achieving the planned goals. Steadily upgrading the internal management is a gist for a business seeking for sustainable operations in addition to the operating strategies answering markets changes feasibly and steadily. In fact, leadership functions as an influence giving the group goals to the members for them to strive jointly, directing all members to put endeavors for the common goals, and promoting the functions of working in cooperation with due division of labor. Among factors of the influence “performance evaluation” is critical and plays a key role, not only the results serving as basis for employee promotion and incentive decision but also “performance evaluation” itself serving as the vital tool showing the correlation between leadership and business performance. Hence this study tried to explore if the employees’ personality trait has any interference to the performance evaluation criteria under different leadership style of each executive respectively; and this study presents three research assumptions, including the effect of the influence of respective executive’s leadership style to the performance evaluation criteria, secondly and thirdly; then also explore if there is any interference respectively from the internal control in personality trait and from the external control in the same.
In research method, this study administers a questionnaire survey targeting at the object of study – the executives of finance business defined and specified in standard classification of occupation of Taiwan Rev. 9, (March 2011), by executive yuan, by dispatching the questionnaire via e-mail, and 161 effective returns were collected. The analysis results demonstrate that in terms of influence from financial industry executive’s leadership style to performance evaluation criteria, “problem solving ability” and “customer satisfaction” are significant; and this describes that their business philosophy are identical to that of a majority of business – customers are vital assets to the finance industry hence the staff members shall dedicate to problem solving for the customers and satisfying the customers by focusing on what the latter are focused, answering the urgent needs timely, and addressing their needs. However in reality most of the executives of financial industry are taking “sale of most profitable products” as top priority as a trade-off to fit into the current trends and situations; consequently no matter what executive’s leadership style actually is, in most cases it is “performance attaining ratio” that serves as basis and reference for performance evaluation, and thus there is a significant difference from the survey results; more specifically, the influence of the executive’s leader style of internal control to the personality trait of the employees, in terms of performance evaluation criteria – among others “attendance rate”, “interpersonal communication”, “working on team” and “customer satisfaction” are significant. And these indicate that during conducting the performance evaluation, the executive, besides emphasizing “customer satisfaction” in business philosophy, also focuses on “interpersonal communication” and “working on team”; in reality the employees with internal control in personality trait mostly working on internal affairs, therefore the efforts in supporting the front line, communicating with them and working on team prove to be vital, besides “attendance rate” is also significantly emphasized. While in the contrast, the influence of the executive’s leader style of external control to the personality trait of the employees, in terms of performance evaluation criteria – among others “performance attaining ratio” and “attendance ratio appear to be significant, and these indicate that during conducting the performance evaluation, the executive, besides emphasizing “attendance rate” as basics, also focuses on “performance attaining ratio”, thanks to the reality that the employees with external control in personality trait mostly working on sales affairs

並列關鍵字

performance evaluation；personality trait；leadership style；transformational leadership

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