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    Please use this identifier to cite or link to this item: http://ir.lib.ncu.edu.tw/handle/987654321/67938


    Title: 以領導風格為干擾變項,探討組織承諾與工作投入的關係
    Authors: 戴千惠;Dai,Chian-huei
    Contributors: 人力資源管理研究所
    Keywords: 組織承諾;工作投入;交易型領導;轉換型領導;Organizational commitment;Job involvement;Transactional leadership;Transformation leadership
    Date: 2015-07-14
    Issue Date: 2015-09-23 10:04:58 (UTC+8)
    Publisher: 國立中央大學
    Abstract: 本研究的目的,首先,在於了解組織承諾是否會對工作投入產生影響,並將組織承諾分成價值承諾、努力承諾及留任承諾三構面分別探討之;其次,再探討是否會因領導風格的不同,而增強或減弱組織承諾與工作投入的相關性。
    本研究問卷採便利抽樣方式,發放對象包含金融業、科技業、製造業、醫療產業等具有上層主管的員工,總計發放300份問卷,有效回收問卷共282份,有效回收率為94%。由於本問卷量表都是引用國外常用的量表,所以其效度獲得大眾普遍認可,故在此只做相關分析,並以Cronbach alpha 值檢定量表信度,再運用階層迴歸分析得到以下結論:
    一、價值承諾與工作投入呈正向關聯。
    二、努力承諾與工作投入呈正向關聯。
    三、留任承諾與工作投入呈正向關聯。
    四、領導者交易型領導風格強時,價值承諾與工作投入的正向關係會增強。
    五、領導者交易型領導風格強時,努力承諾與工作投入的正向關係會增強。
    六、領導者交易型領導風格強時,留任承諾與工作投入的正向關係不受影響。
    七、領導者轉換型領導風格強時,價值承諾與工作投入的正向關係會增強。
    八、領導者轉換型領導風格強時,努力承諾與工作投入的正向關係會增強。
    九、領導者轉換型領導風格強時,留任承諾與工作投入的正向關係會增強。;The purpose of this research is mainly at the investigation of the impact of organizational commitment on job involvement. And organizational commitment is divided into value commitment, effort commitment, and retention commitment. Then explore whether different leadership style will enhance or reduce the relevance between organizational commitment and job involvement.
    In this research, convenience sampling is adopted and questionnaires are issued to the industry of finance, science and technology, manufacturing, healthcare and other employees with managers. Sending 300 questionnaires and 282 returned are valid. Effective response rate is 94%. A worldwide accepted format is applied in the questionnaire, so the related analysis is only used to test the relevance between different variables. Here, Cronbach alpha is used and the conclusion is a result of the hierarchical recursive analysis. See below.
    1. Value commitment is positive to job involvement.
    2. Effort commitment is positive to job involvement.
    3. Retention commitment is positive to job involvement.
    4. With strong transactional leadership, the positive relevance between value commitment and job involvement will be enhanced.
    5. With strong transactional leadership, the positive relevance between effort commitment and job involvement will be enhanced.
    6. With strong transactional leadership, the positive relevance between retention commitment and job involvement will not be affected.
    7. With strong transformation leadership, the positive relevance between value commitment and job involvement will be enhanced.
    8. With strong transformation leadership, the positive relevance between effort commitment and job involvement will be enhanced.
    9. With strong transformation leadership, the positive relevance between retention commitment and job involvement will be enhanced.
    Appears in Collections:[人力資源管理研究所] 博碩士論文

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