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|Title: ||主管與部屬關係交換品質與晉升力評分之 關聯性研究－以挑戰性工作經驗 與組織年資為調節變項;A Study of Relationships Between Leader-Member Exchange Quality and Promotability Ratings: The Moderating Effects of Organizational Tenure and Challenging Job Experiences.|
|Keywords: ||主管與部屬關係交換品質;晉升力評分;挑戰性工作經驗;組織年資;Leader-Member Exchanges;Promotibility Rating;Challenging Job Experiences;Organizational Tenure|
|Issue Date: ||2014-04-02 14:48:37 (UTC+8)|
|Abstract: ||員工晉升與否取決於主管對於員工晉升力的評估，晉升力評分為員工實際晉升的重要指標，同時影響組織晉升之決策，評估員工的晉升力對員工職涯發展與組織的人力資源管理均相當重要。 |
本研究有別於過去晉升力評分相關文獻，同時考量質與量的工作經驗的影響並得到存在三維交互作用的驗證。此外，國內研究鮮少探討挑戰性工作經驗對晉升力評分的影響，本研究提供後續相關研究者有東方社會的樣本作為參考。; Employees interested in upward mobility often depend on the evaluations by their supervisors. Promotability ratings is the indicator of actual promotion. Promotability ratings are important for individuals' career development and organizations' human resource management practices.
Previous research shows that there are many factors can influence promotability ratings, the relationship with leader is one of them. Leader-member exchange have positive effect on promotability ratings. However, this study found that the effect of LMX on promotibility ratings came out mixed result. Thus, the author suspects that the studies have neglected temporal variables(i.e., organizational tenure) and behavior variables(i.e., challenge job experience), thus resulting in findings that are incomplete and potentially misleading. Moreover, little empirical research has addressed the effect of two of variables on promotibility ratings. This study examined the interaction among LMX、organizational tenure and challenge job experience to fill the insufficient literature in this stream.
This study collected input from Taiwanese companies from multiple industries, with 144 valid questionnaires were collected. We primarily adopted analysis of hierarchical regression to test the relationship between leader-member exchange quality and promotability ratings. At the same time, organizational tenure and challenging job experiences were also taken into consideration.
The main effect explains that LMX and promotability ratings have significant and positive relation.In addition, three-way interaction also indicate organizational tenure and challenging job experiences moderates the relationship between LMX and promotability ratings. Specifically, the subordinate of challenging job experiences is high and organizational tenure is low who can require the highest promotability ratings. Supervisor should give the
priority promotional opportunities to the subordinate and provide the chance to develop challenging work experience. Subordinates should dare to undertake the challenging task for career success.
This study fundamentally differed from prior research on assumption of organizational tenure and challenging work experience have effect on LMX and promotability ratings and
has been verified the existence of the three-dimensional interaction. Additionally,the domestic research rarely discuss the effect of challenging work experiences on promotability ratings, this study provides a sample of oriental society to researchers.
|Appears in Collections:||[人力資源管理研究所] 博碩士論文|
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