企業主管轉換型領導風格、員工關係與 服務年資關係之研究-以台灣汽車產業為例;Research on the relationship between leader′s transformational leadership style, employee relationship and service seniority - An example of Taiwan′s automobile industry

NCUIR > School of Management at National Central University > Executive Master of Human Resource Management > Electronic Thesis & Dissertation > Item 987654321/80072

Please use this identifier to cite or link to this item: http://ir.lib.ncu.edu.tw/handle/987654321/80072

Title:	企業主管轉換型領導風格、員工關係與服務年資關係之研究-以台灣汽車產業為例;Research on the relationship between leader′s transformational leadership style, employee relationship and service seniority - An example of Taiwan′s automobile industry
Authors:	羅崴駿;LO, WEI-JIUN
Contributors:	人力資源管理研究所在職專班
Keywords:	轉換型領導風格;員工關係;服務年資;台灣汽車產業;Transformational Leadership Style;Employee Relations;Service Seniority;Taiwan Automobile Industry
Date:	2019-06-27
Issue Date:	2019-09-03 12:08:08 (UTC+8)
Publisher:	國立中央大學
Abstract:	摘要本研究主要探討台灣汽車產業於企業主管轉換型領導風格、員工關係與服務年資關係三個構面之關聯性，以了解目前內部對員工關係的認知以及企業主管轉換型領導風格對其之影響，並探討員工的服務年資是否為一個關鍵影響因素。針對研究主題進行文獻探討，包括：企業主管轉換型領導風格、員工關係、領導風格與員工關係、台灣汽車產業與上述構面之關係。本研究採取量化之研究方法進行研究；研究問卷共有個人基本變項6題、「轉換型領導風格」量表共35題，分屬七個因素、「員工關係」量表共17題，分屬三個因素。本研究之對象為台灣地區主要的五家生產汽車廠商，施測時間為2019年1月2日至2月27日之間，問卷蒐集後進行編碼、分析與討論，最後得出研究結論。本研究針對研究問題提出以下研究結論： (1)汽車工廠員工平均服務年資長穩定性相對高。 (2)汽車工廠員工對企業主管轉換型領導風格現況表示高度認同。 (3)汽車工廠員工對本身員工關係現況表示高度認同。 (4)企業主管轉換型領導風格顯著影響員工關係之認知。 (5)服務年資於企業主管轉換型領導風格與員工本身勞動法令認知之間具正向干擾效果。關鍵詞：台灣汽車產業、轉換型領導風格、員工關係、服務年資。 ;Abstract Research on the relationship between leader′s transformational leadership style, employee relationship and service seniority - An example of Taiwan′s automobile industry. The purpose of this study is to explore the relationship between leader′s transformational leadership style and employee relationship in Taiwanese automotive industry, to understand the current internal perception of employee relationship and the impact of supervisory leadership style on it, and to explore whether employee service seniority is a key factor. Documents on the research topics are discussed, including: transformational leadership style, employee relationship, transformational leadership style and employee relationship, and the above aspects relationship between Taiwan′s automobile industry. This study adopts a quantitative research method. There are 6 basic personal variables and 35 leader′s transformational leadership style scales, which are divided into seven factors and 17 employee relationship scales, which are three factors. The subjects of this study are five major automobile manufacturers in Taiwan. The survey period is from January 2 to February 27, 2019. After collecting questionnaires, the research is coded, analyzed and discussed. Finally, the conclusion is finished. The following conclusions are put forward in this study: (1)The average length of service of employees in automobile factories is relatively stable. (2)Employees of automobile factories highly agree with the current situation of their supervisors. (3)Employees of automobile factories highly agree with the current situation of their employee relations. (4)Managerial transformational leadership significantly affects employee relationship perception. (5)Service seniority has a disruptive effect on leader′s transformational leadership and employees′perception of labor laws. Keywords: Taiwan Automobile Industry, Transformational Leadership Style, Employee Relations, Service Seniority
Appears in Collections:	[Executive Master of Human Resource Management] Electronic Thesis & Dissertation

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