臺灣博碩士論文加值系統

近年來隨著全球經營環境的改變，國內金融業也正經歷著前所未有的衝擊與重大變化，商業銀行經營環境的不確定性也越來越強，銀行不再是以前單純的金融業，而正逐漸轉型為金融服務業。而在此變化的環境中，銀行的經營管理模式也開始有新的轉變，不僅僅在業務上有所大幅調整與改變，在人力管理上也逐漸有所轉變。過去的金融業在經營人力管理上較趨向被動並單純化，有時管理者靠著自己埋頭苦做就可以成功，也不太需要與員工溝通或是推廣新產品，然而現今多變的環境壓迫下，金融業面臨了在產品上必須要有創新的變革外，在人力管理上則是要透過對成員的培育，使成員能在其組織中可以發揮個人最大之才能，如此一來，才能替組織開創最佳績效與利潤並為組織創造成功契機，除此之外，當員工自發性的願意參與並留任組織中時，將更容易達成領導者指定的任務，也比較容易激勵員工自己創新以及對組織常會有自發性的活動行為，而這些便能使組織達到有效的運作。
國內金融業正處於市場及科技多變且競爭激烈的環境下，轉換型領導者才能真正滿足員工的需求，轉換型領導者能給予員工關心、信任和激勵，懂得洞察員工之需求並適時給予個別化指導或是授權，使員工得以進而對組織訂定之目標給予支持與認同，並願意無條件盡心盡力為組織與自己追求最大利潤與績效，管理者與員工之間不再是被動的溝通，轉變成雙向互相溝通模式，也因此轉換型領導更突顯出它的重要性，故本研究乃以台灣某金融控股公司的內部之人事部門與銀行為研究調查對象，探討轉換型領導對員工工作滿意度以及組織承諾的影響。
本研究實証結果證實了：1.轉換型領導對組織承諾是有影響的；2.工作滿足會加強成員對組織承諾的影響。確定了員工的「工作滿足」在「轉換型領導」與「組織承諾」間具有干擾效果。

Global business environment has changed in recent years and the domestic financial industry is facing unpredictable shocks and significant changes. Uncertainty is more and more significant in commercial banks’ environment. Bank is gradually transformed into the financial services industry. The bank's management model began to change in this changing environment. There are significant adjustment and change not only in business but also in human resource management. Human resource management is passive and simplistic in the previous financial industry. However, the domestic financial industry is in varied and competitive environment of market and technology, and transformational leadership can give concern to the staff, trust and motivate, who have an insight into the needs of the employees. The employees do their best unconditionally and pursued the goal of profit and performance. Therefore, the study is based on a finance holding company in Taiwan, which explored the effect of transformational leadership and employees' job satisfaction on organizational commitment.
The empirical results show that 1. Transformational leadership would affect organizational commitment. 2. Employees’ job satisfaction would affect organizational commitment. This study also shows the interference effect of job satisfaction between transformational leadership and organizational commitment.

第一章緒論................................1
第一節研究背景與動機........................1
第二節研究目的.............................3
第二章文獻探討.............................4
第一節領導理論.............................4
第二節轉換型領導...........................10
第三節工作滿足.............................16
第四節組織承諾.............................21
第五節各研究變項間的關係.....................25
第六節台灣金融控股產業概況...................28
第三章研究方法.............................30
第一節研究架構.............................30
第二節研究假說.............................31
第三節問卷設計.............................33
第四節資料分析方法..........................35
第四章實證分析結果..........................37
第一節問卷發放與回收情形.....................37
第二節基本資料分析..........................37
第三節因素分析與信效度分析...................39
第四節相關分析.............................43
第五節迴歸分析.............................44
第五章研究結論與建議........................51
第一節研究結論.............................51
第二節管理意涵.............................54
第三節研究限制與未來研究建議..................56
參考文獻..................................58
附錄一....................................69

表目錄
表2-1 轉換型領導的定義.......................11
表2-2 工作滿足的定義.........................17
表2-3 組織承諾的定義.........................21
表2-4 台灣金融控股產業概況比較.................29
表4-1 樣本資料的敘述統計......................38
表4-2 轉換型領導因素與信度分析.................39
表4-3 工作滿足因素與信度分析...................40
表4-4 組織承諾因素與信度分析...................41
表4-5 樣本資料的相關分析......................43
表4-6 轉換型領導與價值承諾之迴歸分析............45
表4-7 轉換型領導與努力承諾之迴歸分析............47
表4-8 轉換型領導與留職承諾之迴歸分析............49
表4-9 研究假設驗證結果........................50

圖目錄
圖2-1 領導理論發展圖..........................4
圖2-2 組織承諾因果模式圖.......................23
圖3-1 研究架構...............................30

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