| dc.description.abstract | The purposes of this study are to plan suitable managerial measures specifically for R&D personnel and to help organization select suitable employees for the needs of organizational development in order to improve or maintain a better performance when assisting enterprises with the implementation of human resource practices and the strategy planning on the R&D personnel recruiting. The research targets on the R&D personnel of semi-conductor manufacturers in the High-tech industry and studies the impact of internal-external locus of control, leadership styles, and cognition of human resource practices on job involvementand performance
The primary objectives of the study are: （1） to explore the impact of the internal-external locus control on job involvement and performance; （2） to discuss the influence of various human resource practices on job involvement and performance by; （3） to study the influence of the interaction between locus control and human resource practices on job involvement and performance; （4） to study how job involvement influences job performance. The study takes the R&D personnel of large semi-conductor manufacturers as sample and uses the convenient sampling of non-probability to conduct the research. The findings of the study are as follows:
1. The R&D personnel’s internal locus control and leadership styles have a significant positive correlation with the job involvement and performance.
2. The R&D personnel with more internal locus control and a supervisor having a considerate leadership style can enhance their job involvement. The more internal locus control the R&D personnel possess, the better job performances they will have. When having a supervisor with considerate leadership style, the R&D personnel with either internal and external locus control will have a high job involvement, and also, the R&D personnel with external locus control will have a high job involvement. When facing a supervisor with an initiation structural leadership style, the personnel with internal locus control will enhance their job involvement and have a better job performance. However, there is no significant influence on job involvement and performance for personnel with external locus control.
3. In human resource practices, there are significant correlations among the job environment and characteristics, performance management, salary return, training and cognition of promotional development, job involvement by variables and job performance. Regarding job involvement, the R&D personnel consider that the more encouraging job characteristics are the better they can accept the performance management system and recognize the fairness of the salary return system, and in return, the higher job involvement they will have. The other variables are not significant. Regarding the job performance, the R&D personnel feel that the better job environment and performance management system as well as the fairer training and cognition of promotional development, the better job performance they exhibit. Other variables, however, are insignificant.
4. job involvement has a significant positive influence to the job performance. (There is a strong positive correlation between job involvement and job performance.) The more job involvement the R&D personnel have, the better job performance they will have. The R&D personnel with internal locus control have better job performances. The better cognition of performance management system, the better job performance. Both can enhance the R&D personnel’s job performance by the intermediate effect of job involvement. Therefore, by elevating job involvement, job performance will increase indirectly.
5. The job involvement of male R&D personnel is higher than that of female personnel. the unmarried personnel comment that their job performance is lower than that of the married. | en_US |