家長式領導、工作滿足與留任意願關係之研究 -以臺灣國際觀光旅館為例

A Study of the Relationship between Paternalistic Leadership, Job Satisfaction and Retention in International Tourist Hotels in Taiwan

李　青(Lee, Ching)

指導教授 ： 謝家黎

國立高雄餐旅大學/餐旅學院/餐旅管理研究所/碩士(2011年)

https://doi.org/10.6825/NKUHT.2011.00015

摘要

隨著臺灣的觀光版圖不斷擴展，來自全球各地的旅客逐年增加，臺灣的餐旅產業正需要更多的人力投入。唯餐旅業一直有著流動率過高的隱憂，而過去諸多研究指出，主管領導風格對員工的工作滿足和留任意願有影響。另亦有研究指出，華人在企業管理上，形成特殊的家長式領導。本研究之目的，即在探討家長式領導對旅館員工工作滿足與留任意願之關係。
本研究以鄭伯壎、周麗芳與樊景立（2000）所提出之「家長式領導量表」，以及「明尼蘇達滿意度量表」為基礎並加以修改。使用配額抽樣，針對臺北市、臺中市、高雄市共24家國際觀光旅館之正職員工進行問卷發放，共計發放636份問卷，有效回收483份問卷，有效回收率為75.9％。回收後之資料運用描述性統計、因素分析、迴歸分析、獨立樣本t檢定、單因子變異數分析等統計方法進行分析。
研究結果顯示，（一)家長式領導對整體工作滿足有顯著影響；（二）工作滿足對留任意願有顯著影響；（三）整體工作滿足在家長式領導與留任意願間具中介效果；（四）不同年齡、教育程度、個人每月所得、服務年資之旅館員工在留任意願上有顯著差異。最後針對研究結果提出結論與建議，以供各主管與國際觀光旅館在管理上之參考。

關鍵字

家長式領導 ； 工作滿足 ； 留任意願 ； 國際觀光旅館

並列摘要

With the expansion of Taiwan’s tourism, tourists worldwide have been increasing year by year, and the hospitality market in Taiwan needs more people to work in this industry. But the high labor turnover rate has always been a hidden problem for hospitality management. Meanwhile, according to several researches, leadership has a tremendous influence on employees’ job satisfaction and retention. Also, there is still some research that points out that paternalistic leadership is widely used in Chinese industries. The purpose of this study is to investigate the relationship among paternalistic leadership, job satisfaction and retention.
The questionnaire used in this study is adapted from “paternalistic leadership scale” by Cheng, Chou and Farh (2000), and “Minnesota Satisfaction Questionnaire”. The data was collected from full-time employees in 24 international tourist hotels among Taipei, Taichung, and Kaohsiung based on quota sampling. 636 questionnaires were distributed and 483 selected. The valid rate of response was 75.9%. Descriptive statistics, factor analysis, regression, t test, and ANOVA were used in this study.
The study indicates that, (1) paternalistic leadership has a significant positive impact on overall job satisfaction, (2) job satisfaction has a significant positive impact on retention, (3) overall job satisfaction has a partly intermediary effect between paternalistic leadership and retention, (4) age, level of education, salary per month, and seniority of individual employees have a significant impact on retention. At the end, this paper presents the conclusion and suggestions for managers and international tourist hotels to raise retention of their employees.

並列關鍵字

paternalistic leadership ； job satisfaction ； retention ； international

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