間接員工延長工時與離職意願之關聯—以職家衝突為中介;Work-Family Conflict as an Intermediary Role in Relationship between The Increase of Working Hours of Indirect Production Workers and Their Turnover Intentions

NCUIR > School of Management at National Central University > Executive Master of Human Resource Management > Electronic Thesis & Dissertation > Item 987654321/79329

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Title:	間接員工延長工時與離職意願之關聯—以職家衝突為中介;Work-Family Conflict as an Intermediary Role in Relationship between The Increase of Working Hours of Indirect Production Workers and Their Turnover Intentions
Authors:	王芯怡;Wang, Sin-Yi
Contributors:	人力資源管理研究所在職專班
Keywords:	間接員工;加班;延長工時;職家衝突;離職意願;Indirect production worker;work overtime;increase of working hours;work-family conflict;turnover intention
Date:	2019-01-11
Issue Date:	2019-04-02 14:05:48 (UTC+8)
Publisher:	國立中央大學
Abstract:	許多組織的管理者對員工進行考核時，常將員工加班時數作為考核的依據、或因管理者的刻板印象而對加班時數低的員工給予不良的考績結果。然本研究將間接員工延長工時、離職意願與職家衝突等三個變項進行各種分析，發現以下幾個結論：一、間接員工加班會影響職家衝突。加班時數越多，職家衝突越嚴重；反之亦然。二、間接員工加班影響離職意願。加班時數越多，離職意願越高；反之亦然。三、職家衝突為間接員工加班對離職意願之影響的中介變項。以本研究之結論，認為職家衝突是間接員工加班時數與離職意願的完全中介，代表間接員工加班經過職家衝突後，才會對離職意願產生顯著影響。加班時數增加造成的職家衝突提升後，所產生的職家衝突會明顯影響到間接員工離職意願提升、留任意願降低；加班時數減少致使職家衝突降低後，間接員工的離職意願則明顯降低，留任意願也提高。以此得知，要降低對組織績效有貢獻的間接員工其離職意願，降低該員工的職家衝突是相當有效的方法，而降低職家衝突的要素中，則是以降低間接員工的加班時數為非常有效的做法。間接員工常因加班所導致的職家衝突而產生了離職的意願，在管理者、組織與人資人員的角度，則須要正視這樣的研究結果。另外，本研究結果不支持組織進行間接員工績效考核時將員工加班時數作為考核的依據。作為組織管理者與人資人員，應重新檢視組織對員工的績效考核標準，排除對加班時數增加的績效考量條件與印象，以避免因此產生員工誤解組織文化對於加班的偏好。;Managers in many organizations often use work overtime of employees as the basis to assess their performance, or give poor performance appraisal ratings to employees who have short work overtime. This study analyzed the three variables, including the increase of working hours of indirect production workers, turnover intention and work-family conflict. Findings of the study are as follows: 1. Indirect production workers′ overtime work may cause work-family conflicts. Longer overtime leads to more serious work-family conflict, and vice versa. 2. Indirect production workers′ overtime work can affect their turnover intention. Longer overtime leads to stronger turnover intention, and vice versa 3. Work-family conflict is an intermediary variable of the influence of indirect production workers′ overtime work on turnover intention. As the results show, work-family conflict plays a mediating role in the relationship between work overtime and turnover intention, and increase of working hours has a significant impact on turnover intention only after overtime work of indirect production workers causes work-family conflict. Increase in work overtime leads to work-family conflict, and the work-family conflict can significantly increase turnover intention and reduce retention. After decrease in overtime results in decrease in work-family conflicts, the turnover intention decreases and retention intention increases. This result shows that an effective method of reducing the turnover intention of indirect production workers who contribute to organizational performance is reducing work-family conflicts, while the effective method of reducing the work-family conflict is reducing their overtime. Indirect production workers often have the intention to quit because of their work-family conflict caused by frequent overtime work. The perspective of managers, organizations and HR personnel must value the study results. In addition, the results of this study do not support use of work overtime as a basis for performance appraisal. Organization managers and HR personnel should re-examine the organization′s performance appraisal criteria for indirect production workers and should not regard overtime as a basis of performance appraisal, so as to prevent employees from misunderstanding of the organization culture which is biased toward overtime work.
Appears in Collections:	[Executive Master of Human Resource Management] Electronic Thesis & Dissertation

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