在經濟全球化的時代,無論是已開發國家還是發展中國家,家族企業無疑是當前世界上最主要且最普遍的企業組織型態,台灣的家族企業亦是如此,且一直以來為支配台灣經濟體系的重要力量之一。然而,隨著企業的日益成長,以及面對愈來愈激烈的全球化挑戰,家族企業的管理模式亦應不斷的創新與改變才行,其關鍵在於如何透過有效的領導行為,以提升員工對工作的熱忱與專注,進而激勵員工主動提出工作上的改善。 本研究目的為藉由量化的方式,進行實證研究,以家族企業為研究對象,探討家族企業主管的轉換型領導、員工工作參與及員工主動行為的關係,希望藉由分析結果提出相關結論與具體建議,以提供企業人力資源管理實務之參考。 本研究採取立意取樣法進行問卷資料收集,問卷之發放採用兩階段方式,兩階段的填卷人員需相同,發放時間相隔約一個月,第一階段發放404份問卷,回收399份,扣除無效問卷後,第二階段發放396份問卷,回收361份,扣除無效問卷後,總計回收353份有效問卷,有效回收率約87%。藉由描述性統計、因素分析、信度分析及迴歸分析等分析工具進行分析,分析後所得結論如下: (1)主管的轉換型領導對員工的工作參與具有顯著正向的影響; (2)員工工作參與對其主動行為具有顯著正向影響; (3)主管轉換型領導對員工主動行為具有顯著正向影響; (4)員工工作參與對主管的轉換型領導及員工的主動行為具有顯著之完全中介效果。 由以上研究結果可歸納得知,主管的轉換型領導程度越高,愈能提升員工的工作參與,進而有效激勵員工的主動行為。最後,依據所得研究結果,提出管理實務之參考建議。
In the era of economic globalization, family businesses are undoubtedly the most primary and common business organizations. Family businesses have been playing a dominant role in Taiwan’s economy. However, with the growth of enterprises and the fierce challenges of globalization, family business management should be innovative. The key of innovation is effective leadership, through which enterprises can not merely stir up employees’ enthusiasm for work but motivate them to improve performance proactively. In a quantified manner, this empirical research aims to probe the connections between supervisors’ transformation leadership of family businesses as well as employees’ job engagement and proactive behavior. Hopefully, the findings and specific recommendations can be helpful for human resource management of enterprises. Two waves of purposive sampling are adopted to gather data. 404 questionnaires were issued in the first stage and 396 effective questionnaires were collected. A month later, these 396 respondents were requested to fill the second wave questionnaire. A total of 353 effective questionnaires were collected in the second stage. The statistical methods are applied in this investigation including descriptive statistics, confirmatory factor analysis, reliability analysis and multiple regression analysis. The findings are as follows: (1)Supervisors’ transformational leadership has a significantly positive effect on employees’ job engagement. (2)Employees’ job engagement has a significantly positive effect on their proactive behavior. (3)Supervisors’ transformational leadership has a significantly positive effect on employees’ proactive behavior. (4)Employees’ job engagement has a significantly positive full mediated effect between supervisors’ transformational leadership and employees’ proactive behavior. These findings indicate that a competent supervisor to show transformational leadership can greatly enhance his/her employees’ job engagement as well as effectively stimulate their proactive behavior. Several suggestions of management, based on the results, are offered for business to take as a reference.