透過質性訪談探討員工需求,設計策略性留才措施與個別協議提升留任意願

以作者查詢圖書館館藏

、以作者查詢臺灣博碩士

、以作者查詢全國書目

、勘誤回報

、線上人數：106

、訪客IP：3.142.210.157

姓名

吳安琪(An-Chi-Wu) 查詢紙本館藏

畢業系所

人力資源管理研究所在職專班

論文名稱

透過質性訪談探討員工需求,設計策略性留才措施與個別協議提升留任意願
(Exploring the Needs by Employees through Qualitative Interview and Designing Strategic Retention Measure and Idiosyncratic deals to Enhance Employee Willingness in Retention)

相關論文

★ 傳統食品業之轉型與品質升級策略探討-以P公司為例	★ 航空器維修訓練調整策略探討-以C公司為例
★ 企業社會責任ヽ內控內稽制度措施的探討-以T銀行為例	★ 主管管理職能評鑑與驗證-以A公司為例
★ 人力資源部門客戶服務代表角色與功能探討-以某科技公司為例	★ Ｅ公司員工品格教育與工作投入、工作壓力、員工幸福感關係之研究，知覺組織支持之中介效果
★ 工作要求、工作控制與工作生活平衡關係之研究：以主管家庭支持行為為調節變項	★ 如何打造正向的企業志工參與環境-以國內大型電子製造業為例
★ 如何塑造良好的企業志工投入與推薦-以國內大型電子製造業為例	★ 組織自尊、學習目標導向及尋求回饋行為對於員工自我學習之影響
★ 家長式領導與組織認同感之關聯性研究-以信任主管為調節變項	★ 影響在臺產業外籍移工的生活與工作適應程度：從組織及勞工本身之變數探討
★ 尋求更好的解決之道！以正向觀點探討企業進用身心障礙者之問題－以M公司身障進用經驗為例	★ 營業額意圖：組織和個人因素的影響以及企業家意圖在越南語境中的中介作用
★ 如何提升外派人員效能？知覺組織支持與配偶家庭支持對外派人員組織認同、工作投入、工作壓力之影響─以主管家庭支持行為為調節	★ 育嬰的代價?影響育嬰留職停薪復職後個人績效及勞動條件變更之因素分析

檔案

[Endnote RIS 格式]

[Bibtex 格式]

[相關文章]

[文章引用]

[完整記錄]

[館藏目錄]

[檢視]

[下載]

本電子論文使用權限為同意立即開放。
已達開放權限電子全文僅授權使用者為學術研究之目的，進行個人非營利性質之檢索、閱讀、列印。
請遵守中華民國著作權法之相關規定，切勿任意重製、散佈、改作、轉貼、播送，以免觸法。

摘要(中)

個案C公司組織規模為中小企業型態，長期與鄰近製造廠商進行人力招募競賽，自創醫療品牌之際，需求人力更是持續攀升，惟現況除招募困難以外，現有人員留任意願低、直接影響招募及訓練成本的增加、間接也影響同仁對組織是否能永續經營感到不確定性，導致雙方無法凝聚對企業文化與未來營運的共識發展。因此，透過本研究，個案C公司全體含外籍共60位員工參與線上記名問卷，實際回收量60份，再從中擇取40位參與一對一員工晤談計畫，透過訪談探討及確認員工需求，依據訪談結果優化現有人力資源措施與協商個別協議，增加員工留任意願。

研究結果發現：(1)組織薪酬是否具外部競爭力直接影響招募成果及員工留任意願。(2)對工作與生活平衡的在意程度，員工會依不同世代產生差異。(3)組織透過訓練培育員工技能，對雙方在晉升與發展有實際共好效益。(4)組織創建團隊共識營，對提高組織認同及個人工作目標有聚焦效果。(5)因時制宜的策略性留才措施，可循序達成組織目標及提升員工留任意願。(6)個別協議建立在公平準則下，可提升員工對組織的信任及留任意願。

摘要(英)

The subject of the Study Case Company C is a SME-type organization who engages in a longstanding talent recruitment competition with its adjacent manufacturing operator, and has increasingly elevating needs for talents in the process of creating its own medical brand; however, in addition to difficulties in recruitment, the low retention rate of its incumbent staff directly affects recruitment and increases training cost as well as indirectly influences the staff in the sense of uncertainty toward sustainable management of the organization, causing the two parties unable to coagulate the consensus development to enterprise culture and future operations. Hence, in this study, all staff of the Case Company C, which totals to 60 including foreign workers, has participated in registered online survey via questionnaires, with actual responses at 60, followed by plans consisting of 1-on-1 employee interviews with 40 employees among the respondents. Through of which, the company aims to optimize existing human resources measures and negotiate idiosyncratic deals on basis of findings in exploration and confirmation of employee needs of the interviews with a view to enhance employees’ willingness of retention.

It is found in the study that: (1)External competitiveness of organizational salary and compensation directly affects recruitment result and employee willingness in retention.
(2) Degrees of care for work-and-life balance vary among employees of different generations. (3)The organization’s cultivation in employee skills through trainings will result in actual effects of common goods in terms of promotion and development for both parties. (4)The organization’s creation of group consensus camps may cause focus effects in enhancement of organizational identification and working goals of individuals. (5)Strategic human resource measures adapting to circumstances may sequentially achieve organizational goals and enhance employee willingness in retention.(6)Idiosyncratic deals established under guidelines of equity may enhance the trust and willingness in retention by employees toward the organization.

關鍵字(中)

★ 質性訪談
★ 團隊發展
★ 共識文化
★ 組織認同
★ 個別協議
★ 策略性人力資源措施

關鍵字(英)

★ Qualitative Interview
★ Group Development
★ Consensus Culture
★ Organizational Identification
★ Idiosyncratic deals
★ Strategic Human Resources Measures

論文目次

中文摘要 i
Abstract ii
目錄 iii
圖目錄 v
表目錄 vi
一、緒論 1
1-1研究動機 1
1-2研究目的 4
1-3研究流程 4
二、文獻探討 6
2-1質性訪談( Qualitative interview) 6
2-2需求層次理論（Maslow′s hierarchy of needs） 8
2-3策略性人力資源措施（Strategic human resource measures） 9
2-4個別協議(idiosyncratic deals) 11
三、個案公司介紹 14
3-1個案組織背景 14
3-2個案現況說明 15
3-3個案組織人員結構分析 15
四、研究方法 17
4-1訪談流程 17
4-3設計訪談計畫 21
4-4選取訪談對象 21
4-5發放晤談前導問卷 23
4-6一對一面對面訪談 35
五、研究結果應用 39
5-1訪談結果彙整發現 39
5-2優化現有人力資源管理措施 43
5-3設計策略性留才措施 44
5-4個別員工簽署個人協議激勵影響久任之推手 45
5-5如何訓練主管給予i-deals實施的準則 46
六、結論與未來建議 47
6-1質性訪談對團隊發展共識文化及提升留任的效果 47
6-2進行個別協議時須考慮對應的風險程度 47
6-3未來建議 48
6-4研究限制 49
參考文獻 50
7-1中文部分 50
7-2 英文部分 51
附錄:研究問卷 54
8-1晤談排程清冊 54
8-2員工晤談前導問卷 55
8-3員工晤談訪談大綱 62

參考文獻

中文部分
104人資學院（2020）,2020~2021台灣地區薪資福利調查報告,一零四資訊科技股份有限公司.
104獵才顧問（2019）,台灣接班人暨關鍵人才大調查, 一零四資訊科技股份有限公司.
王群孝(2017),策略性人力資源管理與其高績效工作系統之設計理論和應用,T&D 飛訊,第237期.
申宇辰(2019),企業如何面對Y世代與Z世代,ITALENT產業人才發展資訊網,08.
艾莉絲．馬爾斯科（2017）別讓允許彈性變成獨厚個人,哈佛商業評論數位版,10.
柯志哲（2020）,X、Y 世代要的不一樣！瞭解員工背景差異,從特質與需求管理人才,經理人,02.
張春雨,韋嘉,陳謝平,&張進輔.(2012).工作設計的新視角:員工的工作重塑,心理科學進展,20(8),1305-1313.
鈕文英(2021),質性研究方法與論文寫作,雙葉書廊.
湯明哲(2003),第一版,策略精論-基礎篇,頁46.
傑報製造業薪資及福利調查報告（2020）,傑報人力資源顧問有限公司.
魏秋江、段錦雲、範庭衛（2010）,研究員工和組織關係的新視角：個別協定,心理科學進展期刊,18卷10期,1601-1605.
英文部分
Anand,S.,Vidyarthi,P.R.,Liden,R.C.,&Rousseau,D.M. (2010). Good citizens in poor-quality relationships: Idiosyncratic deals as a substitute for relationship quality. Academy of Management Journal, 53(5), 970-988.
Bager-Charleson, S. (2020). Doing Qualitative Research. In Enjoying Research in Counselling and Psychotherapy (pp. 13-35). Palgrave Macmillan, Cham.
Blau, P. M. (1964). Exchange and Power in Social Life, New York: John Wiley & Sons.
Becker, B., & Huselid, M. (1998). High performance work systems and firm performance: A synthesis of research and managerial implications, Research in Personnel and Human Resource Management, 16, 53–101.
Creswell, J. W., & Creswell, J. (2003). Research Design (pp. 155-179). Thousand Oaks, CA: Sage publications.
Crace, R. K.,&Crace, R. L. (2019). Authentic Excellence: Flourishing & Resilience in a Relentless World. Routledge.
Hornung, S.,Rouseau, D. M., Glaser, J., Angerer, P., & Weigl, M. (2011).Employee-oriented leadership and quality of working life: Mediating roles of idiosyncratic deals. Psychological Reports, 108(1), 59-74.
Hornung, S., Rousseau, D. M., & Glaser, J. (2008). Creating flexible work arrangements through idiosyncratic deals. Journal of Applied Psychology, 93(3), 655.
Hornung, S., Rousseau, D. M., & Glaser, J. (2009). Why supervisors make idiosyncratic deals: Antecedents and outcomes of i‐deals from a managerial perspective. Journal of Managerial Psychology.
Hornung, S., Rousseau, D. M., Glaser, J., Angerer, P., & Weigl, M. (2010). Beyond top‐down and bottom‐up work redesign: Customizing job content through idiosyncratic deals. Journal of Organizational Behavior, 31(2‐3), 187-215.
Hornung, S., Glaser, J., & Rouseau, D. M. (2010). Interdependence as an I (-) deal: Enhancing job autonomy and distributive justice via individual negotiation. German Journal of Human Resource Management, 24(2), 108-129.
Hornung, S., Rousseau, D. M., Weigl, M., Mueller, A., & Glaser, J. (2014). Redesigning work through idiosyncratic deals. European Journal of Work and Organizational Psychology, 23(4), 608-626.
Jones, D. (2019). The Tuckman’s Model Implementation, Effect, and Analysis & the New Development of Jones LSI Model on a Small Group. Journal of Management, 6(4).
Jiang, K., Takeuchi, R., & Lepak, D. P. (2013). Where do we go from here? New perspectives on the black box in strategic human resource management research. Journal of Management Studies, 50(8), 1448–1480..
Kane, K. (2011). Revisiting the behavioral matrix for leadership and team development. Organization Management Journal, 8(1), 23-30.
Kaplan, B., & Maxwell, J. A. (2005). Qualitative research methods for evaluating computer information systems. In Evaluating the organizational impact of healthcare information systems (pp. 30-55). Springer, New York, NY.
Klein, K. J., Dansereau, F., & Hall, R. J. (1994). Levels issues in theory development, data collection, and analysis. Academy of Management review, 19(2), 195-229.
Kvale, S., & Brinkmann, S. (2015). Interview: Det kvalitative for skningsinterview som håndværk. Hans Reitzels Forlag.
Liao, C., Wayne, S. J., & Rousseau, D. M. (2016). Idiosyncratic deals in contemporary organizations: A qualitative and meta‐analytical review. Journal of Organizational Behavior, 37, S9-S29.
Lincoln, Y. S., & Guba, E. G. (1985). Establishing trustworthiness. Naturalistic inquiry, 289(331), 289-327.
Maslow, A. H. (1943). A theory of human motivation. Psychological review, 50(4), 370.
Maslow, A.H.(1954). Motivation and Personality. New York: Harper and Row.
Maslow, A.H.(1987). Motivation and Personality (3rd ed.). Delhi, India: Pearson Education.
McLeod, S.(2007). Maslow′s hierarchy of needs. Simply Psychology, 1, 1-8.
Minichiello, V., Madison, J., Hays, T. N., & Parmenter, G. (2004). Doing qualitative in-depth interviews. In Research methods for nursing and health science. Prentice Hall Health.
Morgan, D. L. (1992). Designing focus group research.
Oxford Economics. (2012). Global talent 2021: How the new geography of talent will transform human resource strategies.
Patton, M. Q. (2015). Qualitative research and methods: Integrating theory and practice. Thousand Oaks, CA.
Robbins, S. P. (1990). Organization Theory: Structures, Designs, And Applications, 3/e. Pearson Education India.
Rousseau, D. M. (2005). I-Deals: Idiosyncratic Deals Employees Bargain for Themselves, ME Sharp. Inc., New York.
Rousseau, D. M., Tomprou, M., & Simosi, M. (2016). Negotiating flexible and fair idiosyncratic deals (i-deals). Organizational Dynamics, 45(3), 185-196.
Schuler, R. S. (1992). Strategic human resources management: Linking the people with the strategic needs of the business. Organizational Dynamics, 21(1), 18-32.
Tuckman, B. W. (1965). Developmental sequence in small groups. Psychological Bulletin, 63(6), 384.
Tuckman, B. W., & Jensen, M. A. C. (1977). Stages of small-group development revisited. Group & Organization Studies, 2(4), 419-427.
van Geffen, C. (2020). Optimizing Team Effectiveness and Performance by Using the Cycle of Team Development. Transactional Analysis Journal, 50(4), 298-314.
Wright, P. M., McMahan, G. C., & McWilliams, A. (1994). Human resources and sustained competitive advantage: A resource-based perspective.International Journal of Human Resource Management, 5(2), 301–326.

指導教授

王群孝(Chun-Hsiao Wang)

審核日期

2021-6-23

推文