博碩士論文 103457005 詳細資訊




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姓名 胡燕(Ann Hu)  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 轉換型領導、員工組織公民行為與員工績效-以J公司為例
(The relationship among Transformational Leadership, Organizational Citizen Behavior and Employees’ Performance: A study from J Company)
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摘要(中) 近幾年國內的企業跟學術界針對“領導”的議題一直不斷地在討論,尤其是企業一直汲汲營營的針對“領導”有很多不同研討,對企業內部的經理人不斷地提供跟領導有關的課程,例如: 有效的輔導員工、高影響溝通、啟發他人、企業願景、發揮影響力、授權 …. 等,想藉由這些課程將傳統的交易型領導改變成目前所提倡的轉換型領導。可是,轉換型領導對公司的績效有正向關連嗎?
J公司是在台灣一家約快30年的外商分公司,從原本在1989年只有個位數的員工到現今260幾位。在領導風格,也從交易型領導轉變到現在的轉換型領導。轉換型領導是在2011年開始在業務部提倡,淵源是很多年輕的業務員工一直反映主管要求基層員工只要接受命令,不要有自我的想法。業務部的教育訓練單位在了解基層員工的想法跟評估經理人帶人的風格後,與部門主管討論後決定開始導入轉換型領導。在這幾年下來,轉換型領導的概念是否有落實? 如果有落實對公司的業務績效又有什麼關聯? 則是一直沒有真正的答案。在2015年,透過J公司針對109位業務員工與20位業務主管的記名問卷,其中有94.5%為有效問卷,透過SPSS的迴歸分析方法,驗證到轉換型領導是對公司績效有正相關的,而組織公民行為為中介。研究結果的發現:
假設1: 轉換型領導會正向影響員工績效其結果為成立
假設2: 轉換型領導會正向影響組織公民行為其結果為成立
假設3: 組織公民行為會正向影響員工績效其結果為成立
假設4: 組織公民行為為轉換型領導與員工績效的中介其結果為成立
最後依據研究結果,建議公司對轉換型領導的概念要持續不斷的宣導,特別是在培養管理階層的接班人,當他們未來成為真正的管理人員時,依循著轉換型領導的概念來領導基層人員,讓員工信任主管與公司,進而帶動公司的業績,產生一個正向的循環。
摘要(英) Abstract
The relationship among Transformational Leadership, Organizational Citizen Behavior and Employees’ Performance: A study from J Company
“Leadership” has been discussed many years among enterprise fields and academic communities. Many companies are trying to change the leaders’ leadership style from transactional leadership to transformational leadership through workshops and trainings which include coaching, effective communication, inspiring others, company vision and mission, empowerment … etc. However, does transformational leadership have positive correlation with employees’ performance?
J company is a subsidiary of a foreign company in Taiwan nearly 30 years. In 1989, there was less than 10 employees, and now, 260 employees. The style of leadership also transformed from transactional leadership to transformational leadership. The transformational leadership was introduced 5 years ago with Sales team. The reason for that was the sales people complained about their supervisors giving top-down assignments without understanding and listening to what they had to say about the market. Training and Development function from Sales team understood their thoughts and assessed the leadership style of the managers. After some discussion with the head of Sales team, transformational leadership concept was agreed to be implemented within the Sales team. However, does this concept fully adopted after many years? What does the relationship between employees’ performance and the leadership style? J company never really had the answer. In 2015, a registered survey was conducted among their 109 sales and the managers about the transformational leadership and organizational citizen behavior. The effective rate recycling is 95.5%. The research used the canonical correlation and the multiple regression analysis method of the SPSS software to identify the positive relations of transformational leadership and employees’ performance and organizational citizen behavior is the mediator. The research findings are following:

Hypothesis 1: Transformational leadership has significant relations on employees’ performance
Hypothesis 2: Transformational leadership has significant relations on organizational citizen behavior
Hypothesis 3: Organizational citizen behavior has significant relations on employees’ performance
Hypothesis 4: Organizational citizen behavior is the mediator of transformational leadership and employees’ performance

The results, gave suggestion that the company is to continue delivering the concept of the transformational leadership especially to the talents who have potential to be managing role. When these talents become managers in the future, they can continue to apply the concept to build the trusted relationship to employees and company in order to have positive influence for maximizing company profitability.
關鍵字(中) ★ 轉換型領導
★ 組織公民行為
★ 員工績效
★ 工作績效
關鍵字(英) ★ Transformational Leadership
★ Organizational Citizen Behavior
★ Employee Performance
★ Job Performance
論文目次 目錄
第一章 緒論 1
第一節 研究動機 1
第二節 研究目的 3
第二章 文獻探討 4
第一節 員工績效 4
第二節 領導歷史 4
第三節 交易型領導 6
第四節 轉換型領導 7
第五節 轉換型領導與員工績效關聯 9
第六節 組織公民行為 10
第三章 研究方法 15
第一節 研究架構與假設 15
第二節 研究樣本 16
第三節 研究變數之操作性定義與問卷設計 16
第四節 統計分析方法 20
第四章 研究結果 23
第一節 描述性分析 23
第二節 信度分析 25
第三節 效度分析 25
第四節 相關分析 26
第五節 階層迴歸分析 28
第五章 研究結論與建議 36
第一節 研究結論 36
第二節 管理意涵 37
第三節 研究限制 38
參考文獻 40
中文部分 40
英文部分 41

表目錄
表4-1 描述性分析 24
表4-2 信度分析 25
表4-3 各變數之相關分析(N=103) 27
表4-4 以員工績效為依變項之迴歸模型 29
表4-5 以組織公民行為為依變項之迴歸模型 31
表4-6 以員工績效為依變項之迴歸模型 33
表4-7 以員工績效為依變項之迴歸模型 35


圖目錄
圖3-1 研究架構 15
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指導教授 劉念琪(Dr. Nien-Chi Liu) 審核日期 2016-6-27
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