DV光學廠內部服務的關鍵成功因素對員工工作滿意度及忠誠度之影響研究 none

NCUIR > School of Management at National Central University > Executive MBA > Electronic Thesis & Dissertation > Item 987654321/46587

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Title:	DV光學廠內部服務的關鍵成功因素對員工工作滿意度及忠誠度之影響研究 none
Authors:	陳志民;Jih-Min Chen
Contributors:	管理學院高階主管企管碩士班
Keywords:	內部服務;關鍵成功因素;工作滿意度;忠誠度;internal services;critical success factors;job
Date:	2011-05-09
Issue Date:	2011-06-04 16:36:09 (UTC+8)
Publisher:	國立中央大學
Abstract:	伴隨著21世紀的到來，科學技術日新月異，世界經濟正朝著知識經濟轉變。知識經濟的蓬勃興起為員工提供了更多的誘人選擇，很多人把“跳槽”看作迅速提升其個人價值的途徑，甚至很多專家也宣稱“忠誠”己壽終正寢。根據《2003年度跳槽現狀報告》的調查統計出：17%的人在一年裡有過一次跳槽的體驗，此外，80%的人正在醞釀跳槽。其中，45%的調查對象正在考慮和設想跳槽，另有25%正在積極準備跳槽，而苦於沒有機會跳槽。只有16%的人安心於目前的工作狀態，明確表示不准備跳槽。然而對企業而言，現在比任何時候都更需要員工的忠誠。 DV行業近些年來的競爭日趨激烈，這種競爭不光體現在產品和顧客的競爭，一個非常重要趨勢就是對高素質員工的競爭，DV產品製造具有較強的技術性和創新性，需要高素質的員工進行不斷的產品創新，培養高工作滿意度和忠誠度的員工就變得非常重要。本研究就是要以天翰科技（吳江）有限公司為例，通過實證調查，探索該公司內部服務的關鍵成功因素及其對員工工作滿意度和忠誠度的影響，從而為提高天翰科技（吳江）有限公司的員工滿意度和忠誠度做出貢獻。結果發現：員工工作滿意度的水準較高；員工工作滿意度存在著顯著的性別差異，男員工的工作滿意度水準高於女員工的工作滿意度；員工的工作滿意度存在顯著的工齡差異，進一步的事後多重比較發現，1-5年員工的水準顯著高於1年以下、5-10年、10年以上的員工；普通中層和高層員工的工作滿意度存在顯著性差異，經過事後多重比較發現普通的員工的工作滿意度水準要顯著低於高層和中層的員工。員工內部服務關鍵成功因素評價總體上處於中等水準；不同性別的員工的內部服務關鍵成功因素評價存在顯著差異，男員工的內部服務關鍵成功因素評價要顯著高於女員工的內部服務關鍵成功因素評價；員工的內部服務關鍵成功因素評價存在著顯著的工齡差異，1-5年員工的內部服務關鍵成功因素評價水準最高，顯著高於1年以下、5-10年、10年以上；員工的內部服務關鍵成功因素評價存在著顯著的級別差異，普通和中層員工的內部服務關鍵成功因素評價要顯著高於高層的員工。員工內部服務關鍵成功因素評價對工作滿意度影響作用顯著，員工工作滿意度對企業忠誠度影響作用顯著，員工內部服務關鍵成功因素評價對企業忠誠度影響作用顯著。 With the coming of the 21st century, the development of science and technology is changing day by day. The world economy is in transition towards knowledge-based economy. Burgeoning knowledge-based economy has provided staff with more attractive choice. Many people have regarded job-changing as the way to enhance their individual value, and even many experts have claimed that loyalty has come to an end. Under the Report on the Current Station of Job-changing in 2003, the survey showed that 17% of the people had a job-changing experience during one year, and in addition, 80% of the people were brewing to quit. Of these, 45% of the investigated were considering changing jobs and another 25% were preparing actively, but no opportunity was provided. Only 16% of the people were satisfied with their current jobs, and made it clear that they would not go to quit. But for company, employees’ loyalty is now required more than any time. In recent years, with the intense competition between DV industries day by day, this competition has reflected not only in products and customers, but also in a very important trend that is the competition among high-quality employees. As the producing of DV requires high-level technology and innovation, product innovation by high-quality staff is necessary. Thus, the training of staff’s job satisfaction and loyalty becomes very important. This research takes Aiptek (Wu jiang) Co, Ltd for example. Through empirical research, it explores the company’s critical successful factors within the service and its effect to staff’s job satisfaction and loyalty, so as to make a contribution to the improvement of job satisfaction and loyalty of the staff of Aiptek (Wu jiang) Co, Ltd. The results showed: Staff owns a high-level satisfaction of job. Firstly, there’re distinct differences in gender among staff’s job satisfaction. The level of job satisfaction in male is higher than that is in female. Secondly, disparities in the length of service are also found in staff’s job satisfaction. After further multiple comparisons, it is found that the level of employees in 1-5 years is higher than that is less than 1 year, 5-10 years or even over 10 years. Thirdly, ordinary, middle and senior staff’ satisfaction to job is different. The survey shows that the level of satisfaction to job among ordinary staff is lower than that is among middle and senior staff. The assessment about the key factors of staff’ internal service to success is generally at the middle level. Firstly, staff’s assessment about key factors of internal service to success is disparity in gender, which is higher in male than that is in female. Secondly, staff’s assessment about key factors of internal service to success is disparity in length of service. After further multiple comparisons, it is found that the level of employees in 1-5 years is higher than that is in less than 1 year, 5-10 years or even over than 10 years. Thirdly, staff’s assessment about key factors of internal service to success is disparity in different level, which is higher in ordinary and middle staff than in senior staff. All in all, staff’s assessment about the key factors of internal service to success plays a key role in staff’s job satisfaction and loyalty. And the loyalty to company is deeply influenced by staff’s satisfaction to job.
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