博碩士論文 100457014 詳細資訊




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姓名 夏盈榛(Ying-Zhen Hsia)  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 員工潛能、工作績效與晉升力評分關聯性之研究-主管的學習目標導向與績效證明導向的調節效果
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摘要(中) 近代人才管理(Talent Management, TM)學說與討論興起,學者Collins與Mellahi (2009)並指出企業應有系統的發展並建立具有高績效與高潛力的關鍵人才庫,以有效的結合組織內的關鍵人才與關鍵職位,凸顯了人才適才適所的重要性。而晉升,對人才來說可以達成個人成長與滿足職涯發展的需求,對組織而言則可以藉此篩選或留住對組織發展有價值、或具有高度技術、或具備高品質的人才(Gita, 2002),因此無論對員工或組織的永續發展,晉升皆具有實質的重要性。然員工是否得以晉升,主管的評估與決定是重要的關鍵指標(Wayne, Liden, Kraimer & Graf, 1999)。
決定人才晉升的因素繁多,本研究參考知名研究機構Lominger(2000)發展出來的「績效潛能九宮格」,以「績效」與「潛能」兩重要因素,並加入主管個人取向來探討員工晉升力。從「歸因理論」、「信號理論」、「主管部屬交換理論」、「領導歸因理論」、「相似吸引理論」…等論述,可以了解主管與部屬之間存在著實質上的或情感上的微妙關係,不但影響了組織文化的氛圍,也對部屬個人發展有很重要的決定力。
學者Dweck將個人對於成就的動機與偏好稱作目標導向(Goal Orientation),本研究依據Harter(1981)提出的「內在的目標導向」(又稱為「學習目標導向(Learning Goal Orientation)」)與「外在的目標導向」(又稱為「績效目標導向(Performance Goal Orientation)」),及參考Dweck(1986)的「智力的內隱理論」,以「學習目標導向」及「績效目標導向」做為主管個人取向,來探討主管的目標導向在員工的績效/潛能以及晉升力評分間的調節效果。
本研究發現:「潛能」對於「晉升力評分」具有正向的預測效果,「工作績效」對於「晉升力評分」亦具有正向的預測效果。然將「潛能」與「工作績效」同時置入同一模型時,「潛能」對於「晉升力評分」仍具有極顯著且正向的預測效果,其之間有顯著的正向關連性,而「工作績效」對於「晉升力評分」的預測效果未達到顯著,沒有顯著的正向關連性。顯示主管未必會依據部屬過去的工作績效表現來進行對該部屬的晉升力評分,或可以解釋為得到較高績效評核的部屬未必會得到主管較佳的晉升力評分,此結果呼應了一些學者們的主張,主管在進行衡量員工晉升的可能性時,應降低對其工作績效考量的比重(Silzer & Church, 2009;Breaugh, 2010),且員工個人目前的工作績效,不足以預測其下個階段的成就(Marshall, 2009)。
本研究並發現:具「學習目標導向」之主管對於具有較高「潛能」之部屬,於「晉升力評分」上會有顯著良好的調節效果,但主管本身為「績效目標導向」對於具有較佳「工作績效」表現之員工,於其「晉升力評分」上並未呈現顯著的調節效果。將「學習目標導向」與「績效目標導向」同時置入同一模型交互作用時,「學習目標導向」主管對於具有「潛能」之員工於其「晉升力評分」上,仍有良好之調節效果,而「績效目標導向」主管對於具有較佳「工作績效」表現之員工於其「晉升力評分」上,其偏好略有上升出現邊際的調節效果,顯示具「績效目標導向」的主管對於具有較佳「工作績效」表現之員工,於其「晉升力評分」上,仍具有偏好。
根據Robbins(1994)的看法,組織文化的形成原因,包含了高階主管的價值觀與用人決策,當同部門成員持有的共同價值觀並形成組織強勢文化(Strong Culture)時,員工會對組織產生較高的凝聚力、忠誠度及順從性,故當主管與部屬對於工作的價值觀愈近似時,將愈有利於組織文化的形成與部門共同任務的達成。經由本研究結果,可協助實務界了解主管的個人取向對於晉升力評分的影響力,對於企業與人資從業人員來說,了解用人單位主管的個人取向,將有助於人才的選任,並有利於組織的人事安定與部門績效的提升。在未來的研究中,可以加入更多面向的人才管理因素或更深入主管心理層面,進行更高複雜程度的探討,以期能窺全貌,提供予學界與實務界人資從業人員及決策者參考。
摘要(英) “The War for Talent” is coming. Promotions for talent can achieve personal growth and meet the needs of career development, organizations are able to filter or retain value to organizational development, or highly technical, or people with high quality. Promotion represents as key indicators of valuing at successful career to employees who work some time in organization. The determinant of promotion often depends on whether supervisors evaluate subordinates to have the ability and willingness to move to a next higher position, or assume a larger scale and scope of responsibilities.
This study topic is about the potential and performance which is the more important factor to manager to decide whom will be promoted. In addition to the Goal Orientation of manager psychology consideration in mind will or not affect decision to promote the subordinate. When manager is Learning Goal Orientation, the subordinate is high potential will get more chance to be promoted? When manager is Performance Goal Orientation, the subordinate has good performance achievement will get more chance to be promoted?
This study is based on the questionnaire survey of 36 enterprises in China and Taiwan, got 248 available questionnaires return; and the result shows that both when manager is Learning Goal Orientation and Performance Goal Orientation, is the subordinate is high potential and has good performance achievement are get more chance to be promoted than others.
Finally, this study also provides some follow-up discussion and suggestion to further research.
關鍵字(中) ★ 潛能
★ 工作績效
★ 晉升力評分
★ 目標導向
★ 學習目標導向
★ 績效證明導向
關鍵字(英) ★ potential
★ performance
★ Goal Orientation
★ Learning Goal Orientation
★ Performance Goal Orientation
論文目次 第一章 緒 論 ………………………………………………… 2 ~ 5
第二章 文獻探討
第一節 員工潛能與工作績效 ……………………… 6 ~ 8
第二節 晉升力評分 ……………………………… 8 ~ 9
第三節 目標導向 ………………………………… 9 ~ 10
第四節 員工潛能、工作績效與晉升力評分的關連性 10 ~ 11
第五節 主管目標導向於員工潛能、工作績效與晉升力評分間的調節效果11~14
第三章 研究方法
第一節 研究架構 ………………………………… 15
第二節 量測工具與取樣說明 ………………… 15 ~ 17
第三節 變項與衡量 …………………………… 17 ~ 20
第四節 統計方法 ……………………………… 20
第四章 研究結果與探討
第一節 因素分析 ……………………………… 21
第二節 信度與效度分析 …………………… 21 ~ 22
第三節 相關分析 …………………………… 22
第四節 階層迴歸分析 ……………………… 23 ~ 26
第五章 結論與建議
第一節 研究結果與討論 …………………… 27 ~ 28
第二節 管理與實務意涵 ………………… 28 ~ 30
第三節 研究限制與未來研究建議 ……… 30
附 錄 潛能因素分析表…………………………… 31
參考文獻 …………………………………………… 32 ~ 39
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指導教授 林文政 審核日期 2014-7-29
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