主管僕人式領導與員工組織承諾及其工作績效關係之研究─以臺南市戶政事務所為例

The relationships among Servant Leadership, Organizational Commitment and Job Performance: A Case of Household Registration Offices in Tainan City

黃文鎮(Wen-Chen Huang)

指導教授 ： 李元墩

長榮大學/管理學院/高階管理碩士在職專班(EMBA)/碩士(2013年)

https://doi.org/10.6833/CJCU.2013.00061

摘要

為將領導理論與實務相互驗證，以凝聚組織向心力，提升工作績效，本研究以臺南市37個區戶政事務所員工為對象，採取普查的方式，透過問卷調查針對421位戶政員工施測，獲得377份有效問卷；以敘述性統計、差異性分析、Pearson積差相關分析及迴歸分析等統計方法處理，希望探討主管僕人式領導、員工組織承諾對工作績效的影響，以及組織承諾與工作績效因不同基本變項上之差異，同時驗證員工組織承諾在主管僕人式領導與員工工作績效間所發揮的中介效果；並依據研究結果實證上的發現提出建議，作為管理實務上的參考。
本研究主要結果發現如下：
一、僕人式領導對員工組織承諾有顯著正向影響。
二、僕人式領導對員工工作績效有顯著正向影響。
三、員工組織承諾對其工作績效有顯著正向影響。
四、組織承諾對僕人式領導與工作績效間確實存在部分中介效果。
五、1.組織承諾因不同年齡有顯著差異；2.組織承諾因不同婚姻狀況有顯著差異；3.組織承諾因不同官等有顯著差異。
六、1.工作績效因不同年齡有顯著差異；2.工作績效因不同婚姻狀況有顯著差異；3.工作績效因不同官等有顯著差異。

關鍵字

僕人式領導 ； 組織承諾 ； 工作績效 ； 戶政事務所

並列摘要

To verify leadership theory and practice, aggregate organization centripetal force, and improve job performance, this study used questionnaire survey procedure for employees working at 37 District Household Registration Offices in Tainan City. The subjects of the study were 421 household registration employees. This study sent 421 questionnaires, and 377 valid questionnaires were returned. The statistical methods included descriptive statistics, difference analysis, Pearson’s correlation analysis, and regression analysis. This study aims to explore in effect of servant leadership, organizational commitment on job performance, and employees, basic variables difference between organizational commitment and job performance, and to verify that the organizational commitment mediating effect between leadership and employee job performance. Based on the research results, recommendations and references would provide for the management practices.
The major results of this study are as follows:
1. Servant leadership has a significant positive relationship on organizational commitment.
2. Servant leadership has a significant positive relationship on job performance.
3. Employees organizational commitment has a significant positive relationship on their job performance.
4. There is a mediating effect of organizational commitment between servant leadership and job performance.
5. Employees of different ages have significant differences on organizational commitment. Marital conditions have significant differences on organizational commitment. Ranks of position have significant differences on organizational commitment.
6. Employees of different ages have significant differences on job performance. Marital conditions have significant differences on job performance. Ranks of position have significant differences on job performance.

並列關鍵字

servant leadership ； organizational commitment ； job performance ； household registration office

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