影響員工留任意願之因素探討:以某國際觀光飯店為例

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題名:	影響員工留任意願之因素探討:以某國際觀光飯店為例
作者:	陳奕棋;Chen,Yi-chi
貢獻者:	人力資源管理研究所在職專班
關鍵詞:	交易型領導;轉換型領導;人力資源管理措施;留任意願;transactional leadership;transformational leadership;human resource management practices;employee retention
日期:	2013-06-28
上傳時間:	2013-07-10 11:25:43 (UTC+8)
出版者:	國立中央大學
摘要:	旅館業係人力密集的服務產業，人力資源是旅館的首要資源。本研究係針對某國際觀光飯店員工所知覺的主管領導風格與人力資源管理措施，對其留任意願的影響進行探討，目的為：(1).探討主管領導風格對員工留任意願之影響情形，(2).探討員工對人力資源管理措施感受程度對其留任意願之影響情形。本研究採用問卷調查方式，總計發出600份問卷，實得有效問卷共459份，回收率達76.5%，經相關及迴歸等統計分析後，主要發現如下：個案公司員工知覺主管領導行為中有轉換型領導與交易型領導的存在，交易型領導及轉換型領導均對留任意願有顯著正向影響，其中交易型領導相較轉換型領導更能有效預測員工留任意願，意指主管具備釐訂員工工作角色、達成目標應有的行為，且採用具體獎賞措施激勵制度而促使員工努力，此種交易型領導管理行為越高，員工留任意願也越高。依相關分析數據顯示，員工所知覺的人力資源管理措施在工作特性、薪資報酬、績效管理、教育訓練及員工關係與留任意願均具有中度顯著正相關，尤其是在薪資報酬更是明顯。在迴歸分析上，除績效管理之外，工作特性、薪資報酬、教育訓練及員工關係皆對留任意願有顯著的影響，表示員工知覺人力資源管理措施越佳時，越能提升員工留任意願越高，也就是公司在人力資源管理規劃中考量強化工作動機與滿足的工作特性、公平合理的薪資報酬、訓用合一的教育訓練及維持良好員工溝通平台與管理制度時，有助於提高員工留任意願。最後，本研究亦根據研究結果提出結論與建議予個案公司，期望研究結果對於個案公司未來規劃人力資源管理及適度調整主管管理行為上有重要的參考價值，以因應組織新事業發展之下人力資源管理所需面臨的重要挑戰。關鍵字：交易型領導、轉換型領導、人力資源管理措施、留任意願。 Hospitality business is a labor-intense industry which it relies on extensive man forces to serve millions of global wide travelers. Manpower is the foundation and often prioritized when running a hotel business. This research based on the conducted surveys will serve as an indicator on how different style of leadership may profoundly influence a worker’s decision to stay on job and secondly how a company’s human resource policy and management has its impact on employee’s retention. 600 questionnaires were distributed and 459 among them were valid sample. The percentage of validity is high as 76.5%. We drew out some correlated relationships from the surveys and regression analysis. In our sample hotel, the junior subordinates believed their direct authority mirrors two types of leadership in general, transactional leadership and transformational leadership. Both have positive influence in inducing employees’high willingness to stay in post.When we compare those two, transactional leadership scores higher than transformational leadership, a foreseeable higher employee retention rate. Employees whom under the supervision of transactional leadership recognized their direct superior has absolute authority to assign responsibilities. Those leaders preset their goals and reward those who strive to reach. Reward motivates people works harder. What we have discovered in our survey is that there is a positive link between job characteristics , compensation & benefit , performance management, training, and harmony in between staff with comparison to employee retention rate compensation & benefit shows greater involvement among all the factors. Employees are not likely to leave their job if they felt their work has pay off whenever the reward equals or exceeds their expectation. In regression analysis conducted, only performance management fails to show its connection. By reinforcing the reward to motivate, justifiable opaque compensation & benefit, implementing training and openness of communication can help to keep the employees on the job significantly. Lastly, our findings hope to serve as a reference and guidance to any individual hotelier in their future planning on allocation of human resource. Such enlightenment helps human resource management team innovate its strategies in dealing with constant stream of new hires problem. Key Words: transactional leadership，transformational leadership，human resource management practices，employee retention.
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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