| DC 欄位 |
值 |
語言 |
| DC.contributor | 人力資源管理研究所 | zh_TW |
| DC.creator | 張幼萱 | zh_TW |
| DC.creator | Yu-hsuan Chang | en_US |
| dc.date.accessioned | 2014-6-25T07:39:07Z | |
| dc.date.available | 2014-6-25T07:39:07Z | |
| dc.date.issued | 2014 | |
| dc.identifier.uri | http://ir.lib.ncu.edu.tw:444/thesis/view_etd.asp?URN=101427020 | |
| dc.contributor.department | 人力資源管理研究所 | zh_TW |
| DC.description | 國立中央大學 | zh_TW |
| DC.description | National Central University | en_US |
| dc.description.abstract | 儘管過去對於探討績效表現與離職傾向之關係有相當多的研究，然仍無法釐清績效表現越好的員工會傾向留在組織內部還是離開組織的問題，因此本研究結合雙重觀點，並延伸學者理論基礎欲了解員工是否會因為自己在組織內、外部市場價值以及兩者間的差異而影響其離職意願。
此外，領導與部屬交換關係過去常被認為能提升員工滿意度及組織承諾，以降低部屬離職傾向，因此本研究亦嘗試以此作為調節變項，欲了解當績效越好的員工，了解自己在組織外部市場價值大於組織內部市場價值時，透過領導與部屬交換關係是否能減緩員工的離職傾向。
本研究發展出外-內部市場價值差距模型並於企業實證後認為，當績效表現越好的員工，感知自己在組織外部市場的價值大於在組織內部時，其離職傾向將愈高。因此經理人應注意員工思索離職傾向時，實為共同思考自己在組織外內部的市場價值，而非分開思量。再者，本研究亦發現LMX並無顯著減緩員工離職效果，因此若經理人想透過與員工「深交」，期許員工於「情面」上留在組織中，其效果可能適得其反，值得注意。
| zh_TW |
| dc.description.abstract | In spite of lots of researches study the relationship between job performance and turnover intention, still can’t figure out the question about how the better performance employee intents to stay or leave the organization. Accordingly, this study not only combines with every perspectives but extends the theories to understand that whether the perceived inner value, perceived outer value, and the discrepancy will effect employees’ turnover intention.
LMX was considered to be a way to increase employees’ satisfaction, organization commitment and decrease their intention to leave; therefore, this study tries to use LMX as a moderator to know if LMX has the effect to weaken employees’ turnover intention when employees has perceived their outer value is better than inner value.
This study develops a “Perceived Outer-Inner Value discrepancy” model. After questioning 52 enterprises from multiple industries, the findings of this study list as follows. The better performance employees own, and at the same time they perceive their outer value is better than their inner value, the higher intention to leave they will have. Besides, LMX doesn’t have the weaken effects to decrease employees turnover intention. If managers want to use LMX as a way, they should be careful of the opposite affection.
| en_US |
| DC.subject | 工作績效 | zh_TW |
| DC.subject | 認知內部市場價值 | zh_TW |
| DC.subject | 認知外部市場價值 | zh_TW |
| DC.subject | 認知外-內部市場價值差距 | zh_TW |
| DC.subject | 離職傾向 | zh_TW |
| DC.subject | 領導與部屬交換關係 | zh_TW |
| DC.subject | job performance | en_US |
| DC.subject | perceived inner value | en_US |
| DC.subject | perceived outer value | en_US |
| DC.subject | perceived outer-inner value discrepancy | en_US |
| DC.subject | turnover intention | en_US |
| DC.subject | leader-member exchange | en_US |
| DC.title | 工作績效對於離職傾向的影響 －以認知內部與外部市場價值為中介變項 | zh_TW |
| dc.language.iso | zh-TW | zh-TW |
| DC.title | The study of the relationship between job performance and turnover intention：The mediating effects of perceived inner value and perceived outer value. | en_US |
| DC.type | 博碩士論文 | zh_TW |
| DC.type | thesis | en_US |
| DC.publisher | National Central University | en_US |