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    請使用永久網址來引用或連結此文件: http://ir.lib.ncu.edu.tw/handle/987654321/10739


    題名: 人格特質、主管領導風格與人力資源管理措施對工作投入與工作績效之影響;The Impact of Locus of Control, Leadership Styles and Human Resource Practices on Job Involvement and Performance
    作者: 王宗鴻;Chung-hung Wang
    貢獻者: 人力資源管理研究所碩士在職專班
    關鍵詞: 工作績效;工作投入;人力資源管理措施;主管領導風格;內外控人格特質;Job performance;Job involvement;Human Resource Practices;Leadership styles;Internal-external locus of control
    日期: 2006-06-01
    上傳時間: 2009-09-22 14:05:51 (UTC+8)
    出版者: 國立中央大學圖書館
    摘要: 本研究將以高科技產業中之半導體晶圓製造公司研發人員為研究對象,探討其內外控人格特質、主管領導風格與人力資源管理措施的認知對工作投入與工作績效的影響,藉以協助企業在導入人力資源管理措施與擬定研發人員的招募策略時,可以針對研發人員的特質規劃適用的管理措施與作法,並且針對組織發展需求,甄選適合組織的應徵者,以提昇或維持較佳的績效。因此本研究的主要研究目的在於:一、探討內控、外控人格特質對工作投入與工作績效之影響。二、探討不同的人力資源管理措施認知對工作投入與工作績效之影響。三、探討人格特質與人力資源管理措施的交互作用對工作投入及工作績效的影響。四、探討工作投入對工作績效的影響。本研究以半導體晶圓製造大廠研發人員為抽樣對象,並採非機率之便利抽樣進行調查。研究發現如下: 1.研發人員人格特質內控傾向與主管領導風格,對工作投入與工作績效均呈現顯著正相關。 2.研發人員愈具有內控傾向或面對愈傾向體恤型領導的主管,皆有助於提升其工作投入。研發人員愈具有內控傾向者,工作績效愈佳。面對體恤型領導主管,內控傾向與外控傾向者其工作投入都會愈高,對外控傾向的人其工作投入亦可提高。然而面對結構型領導的主管,內控傾向者其工作投入將會提高、工作績效也愈佳,但對外控傾向者其工作投入與工作績效的影響則不顯著。 3.人力資源管理措施中,工作環境、工作特性、績效管理、薪資報酬、訓練與升遷發展認知與依變項工作投入、工作績效之間呈現顯著之正相關。對於工作投入而言,研發人員覺得工作特性愈有激勵效果,對績效管理制度愈肯定、薪資報酬制度的公平性愈認同,都將提昇其工作投入,其他變項則不顯著。對於工作績效而言,研發人員知覺工作環境愈佳、績效管理制度愈完善、訓練與升遷發展制度愈公平公正,其工作績效將愈佳,其他變項則不顯著。 4.工作投入對工作績效之間呈現顯著正向影響關係。即工作愈投入、工作績效愈佳。研發人員愈具備內控傾向,其工作績效愈好,知覺績效管理制度愈佳,其工作績效也會愈佳,但二者也都可能會透過工作投入的中介作用而提昇其工作績效。因此,可透過提高工作投入間接提高工作績效。 5.男性研發人員的工作投入高於女性;未婚者自評工作績效低於已婚者。 The purposes of this study are to plan suitable managerial measures specifically for R&D personnel and to help organization select suitable employees for the needs of organizational development in order to improve or maintain a better performance when assisting enterprises with the implementation of human resource practices and the strategy planning on the R&D personnel recruiting. The research targets on the R&D personnel of semi-conductor manufacturers in the High-tech industry and studies the impact of internal-external locus of control, leadership styles, and cognition of human resource practices on job involvementand performance The primary objectives of the study are: (1) to explore the impact of the internal-external locus control on job involvement and performance; (2) to discuss the influence of various human resource practices on job involvement and performance by; (3) to study the influence of the interaction between locus control and human resource practices on job involvement and performance; (4) to study how job involvement influences job performance. The study takes the R&D personnel of large semi-conductor manufacturers as sample and uses the convenient sampling of non-probability to conduct the research. The findings of the study are as follows: 1. The R&D personnel’s internal locus control and leadership styles have a significant positive correlation with the job involvement and performance. 2. The R&D personnel with more internal locus control and a supervisor having a considerate leadership style can enhance their job involvement. The more internal locus control the R&D personnel possess, the better job performances they will have. When having a supervisor with considerate leadership style, the R&D personnel with either internal and external locus control will have a high job involvement, and also, the R&D personnel with external locus control will have a high job involvement. When facing a supervisor with an initiation structural leadership style, the personnel with internal locus control will enhance their job involvement and have a better job performance. However, there is no significant influence on job involvement and performance for personnel with external locus control. 3. In human resource practices, there are significant correlations among the job environment and characteristics, performance management, salary return, training and cognition of promotional development, job involvement by variables and job performance. Regarding job involvement, the R&D personnel consider that the more encouraging job characteristics are the better they can accept the performance management system and recognize the fairness of the salary return system, and in return, the higher job involvement they will have. The other variables are not significant. Regarding the job performance, the R&D personnel feel that the better job environment and performance management system as well as the fairer training and cognition of promotional development, the better job performance they exhibit. Other variables, however, are insignificant. 4. job involvement has a significant positive influence to the job performance. (There is a strong positive correlation between job involvement and job performance.) The more job involvement the R&D personnel have, the better job performance they will have. The R&D personnel with internal locus control have better job performances. The better cognition of performance management system, the better job performance. Both can enhance the R&D personnel’s job performance by the intermediate effect of job involvement. Therefore, by elevating job involvement, job performance will increase indirectly. 5. The job involvement of male R&D personnel is higher than that of female personnel. the unmarried personnel comment that their job performance is lower than that of the married.
    顯示於類別:[人力資源管理研究所碩士在職專班 ] 博碩士論文

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