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|Title: ||高科技產業之轉換型領導和離職傾向關聯性分析－以信任為中介變項;A Study on the Relationship among Transformational Leadership, Trust, and Turnover Intention, Trust as the Mediating Variable. – Case for High-tech Industry in Taiwan|
|Keywords: ||轉換型領導;信任;離職傾向;高科技產業;Transformational Leadership;Trust;Turnover Intention;High-tech industry|
|Issue Date: ||2014-08-11 18:10:38 (UTC+8)|
;Taiwan, an economy started by the SME business, now gradually becoming a high-tech OEM Silicon Island. The key to its success relies on those high-tech talents who put lot of efforts on R&D, new products, manufacturing and diverse patents. However, with world-wide competitions, lack of core technologies, and high pay head hunting from China one after another, all resulted in fierce brain drain of Taiwan technology industry. For these reasons, they intrigued the researcher to explore the issue of turnover in high-tech industry. The purpose of this study was to examine the effects on employees’ turnover intention from different variables, and to provide the consultations to the corporations in establishing recruiting, training and development and employee retention principles.
This study collected empirical data from the permanent employees who have direct supervisor in high-tech industry in Taiwan. A total of 312 questionnaires were released, and 282 questionnaires were returned. 275 questionnaires were valid, and 7 questionnaires were invalid. The effective response rate was 88.14%. As predicted, we found there was a significant negative effect between employees’ perception of transformational leadership and employees’ turnover intention. Besides, employees’ perception of transformational leadership had a significant positive effect on trust of direct leader; employees’ perception of transformational leadership had significant positive effects on affect-based trust and cognition-based trust of direct leader. Furthermore, trust of the direct leader had a significant negative effect on employees’ turnover intention; both affect-based trust and cognition-based trust of the direct leader had significant negative effects on employees’ turnover intention. Finally, Trust of direct leader fully mediated the relationship between employees’ perception of transformational leadership and employees’ turnover intention. Affect-based trust of direct leader didn’t mediate the relationship between employees’ perception of transformational leadership and employees’ turnover intention. Cognition-based trust of direct leader fully mediated the relationship between employees’ perception of transformational leadership and employees’ turnover intention.
This study suggests high-tech companies not only pay attention to leader’s transformational leadership, but also create a stronger level of trust between a leader and employees and of intention to stay. Due to the limitations of the study, it is recommended to conduct more in-depth research in the future.
|Appears in Collections:||[人力資源管理研究所] 博碩士論文|
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