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研究生:蕭翰澤
研究生(外文):Han-Tse Hsiao
論文名稱:研發人員人格特質與對主管向下影響策略期望關係之研究-以台灣地區TFT-LCD產業為例
論文名稱(外文):The Research of The Personalities of R&D Employees and The Influence Strategy & Tactics of Leaders-The Instance of The TFT-LCD Business in Taiwan
指導教授:孫德修孫德修引用關係
指導教授(外文):Te-Hsiu Sun
學位類別:碩士
校院名稱:朝陽科技大學
系所名稱:工業工程與管理系碩士班
學門:工程學門
學類:工業工程學類
論文種類:學術論文
論文出版年:2005
畢業學年度:93
語文別:中文
論文頁數:140
中文關鍵詞:研發人員TFT-LCD產業向下影響策略人格特質
外文關鍵詞:R&D EmployeesInfluence Strategy & TacticsTFT-LCD BusinessPersonalities
相關次數:
  • 被引用被引用:12
  • 點閱點閱:265
  • 評分評分:
  • 下載下載:56
  • 收藏至我的研究室書目清單書目收藏:9
本研究旨在探討台灣地區TFT-LCD 產業研發人員人格特質與對主管向下影響策略之關係,研究的方式首先參考國內外相關文獻,以能修訂適用於量測TFT-LCD 產業研發人員人格特質量表與對主管向下影響策略期望量表,據此作為蒐集實證資料的工具。運用問卷調查方法,以工業技術研究院光電研究所提供PIDA 光電科技工業協進會民93 年所公佈台灣地區光電產業TFT-LCD 面板/模組廠商共52 家為母體範圍,採分層隨機抽樣方式,共發出460 份量表,回收232 份量表,回收率50.4%,其中有效量表217份,有效回收率為47.2%。有效量表之資料應用因素分析、多變項變異數分析、皮爾森相關分析、典型相關分析、多元逐步迴歸分析等方法,以考驗研究之假設。
依據分析之結果,本研究共獲致五點之結論,分別為:
一、 在不同背景變項下,TFT-LCD 產業研發人員人格特質變項,存在顯著差異。
二、 在不同背景變項下,TFT-LCD 產業研發人員對主管向下影響策略期望變項,存在顯著差異。
三、 TFT-LCD 產業研發人員人格特質與對主管向下影響策略期望各構面間相關性部份未達顯著,大部份構面間達到顯著,相關情形依各別不同的構面間,各有不同正向與負向的相關性。
四、 TFT-LCD 產業研發人員人格特質對主管向下影響策略期望,有顯著的預測力。
五、 TFT-LCD 產業研發人員人格特質對主管向下影響策略期望,對組織目標達成各有正向與負向的效果,若能透過正向向下影響策略之運用,對組織目標達成將有更佳的效果。
依據本研究之結論,給TFT-LCD 產業研發團隊主管,建議如下:
一、TFT-LCD 產業研發主管對於獨立挑戰性人格特質的研發人員部屬,宜採用的向下影響策略包含:讚美迎合、理性說服、利益交換、強制命令與向上求助。
二、TFT-LCD 產業研發主管對於積極性人格特質的研發人員部屬,宜採用的向下影響策略包含:理性說服與威脅利誘。不宜採用的向下影響策略包含:杯葛阻撓、強制命令、向上求助與人情壓力。
三、TFT-LCD 產業研發主管對於獨創性人格特質的研發人員部屬,宜採用的向下影響策略包含:讚美迎合、理性說服、利益交換與強制命令。不宜採用的向下影響策略包含:威脅利誘、杯葛阻撓與向上求助。
四、TFT-LCD 產業研發主管對於精幹性人格特質的研發人員部屬,宜採用的向下影響策略包含:利益交換、威脅利誘、杯葛阻撓。不宜採用的向下影響策略包含:人情壓力與向上求助。
五、TFT-LCD 產業研發主管對於求知性人格特質的研發人員部屬,宜採用的向下影響策略包含:強制命令、人情壓力與向上求助。不宜採用的向下影響策略包含:利益交換與杯葛阻撓。
六、TFT-LCD 產業研發主管對於變通性人格特質的研發人員部屬,宜採用的向下影響策略包含:讚美迎合與人情壓力。不宜採用的向下影響策略為杯葛阻撓。
七、TFT-LCD 產業研發主管對於整體研發人員而言,宜採用的向下影響策略包含:讚美迎合與理性說服。宜減少採用的向下影響策略包含:杯葛阻撓與向上求助。
The purpose of the research was on a probe into the TET-LCD industry of Taiwan to explore the relationships between the characteristics of R&D workers and the downward influence Strategies of leaders. The research firstly referred to many internal & international related documents, and collected and revised lots of records to make a suitable estimate questionnaire for this research. Used the questionnaires to search and collect the real situations.
The Opto-Electronics and Systems Laboratories (OES) of the Industry Technology Research Institute (ITRI) announced that there were 52 companies of TFT-LCD faceplate/model manufactories in 2004, and used these companies as the estimate matrices. Used questionnaire method to do the research for the companies, and took slice random sampling method. It issued 460 questionnaires, and 232 questionnaires returned. The retrieve percentage was 50.4%, and the effective questionnaires were 217, so the effective retrieve percentage was 47.2 %. The research hypothesis was testified on these data by means of varieties of methods including factor analysis, multivariate variance analysis, Pearson correlation analysis, canonical correlation analysis, multiple stepwise regression analysis.
Based on the analysis results, the research obtained 5 conclusions as below:
1. Different background variables, the characteristic variables of the R&D worker of TFT-LCD industry, have obvious differences.
2. Different background variables, the variables of the downward influence strategy of the R&D worker's expectation of TFT-LCD industry, have obvious differences.
3. The structures were not conspicuous enough between the characteristics of TFT-LCD R&D workers' expectation and the downward influence Strategies of leaders, but most of situations were very clear, and in different structures, had different positive and negative relationships.
4. The expectation prediction, for the characteristics of TFT-LCD R&D workers and the downward influence Strategies of leaders, was remarkable.
5. The expectation of TFT-LCD R&D workers and the downward influence strategy had positive and negative effects for companies' organization. If it works through positive downward influence strategy, would get the best effects for the goals of organization.
In accordance with the results of the research, some suggestions for the R&D leaders of TFT-LCD industries. They might be helpful to achieve the goals of the organization easier. The suggestions are below:
1. The R&D department leaders of the TFT-LCD business treat their members whose characters are working independent and enjoying taking challenges. The suggestions of the downward influence strategy include:Compliments & catering to them、Rational convictions、Benefit exchanges、Strong commands,and asking upward helps.
2. The R&D department leaders of the TFT-LCD business treat their members whose characters are active. The suggestions of the downward influence strategy include: Rational convictions、Threat and bribe. The inadvisable downward influence strategy includes:Obstructions,Strong commands、asking upward helps and the pressure of favors.
3. The R&D department leaders of the TFT-LCD business treat their members whose characters are creative. The suggestions of the downward influence strategy include:Compliments & catering to them、Rational convictions、Benefit exchanges and Strong commands. The inadvisable downward influence strategy includes:Threat and bribe、Obstructions,and asking upward helps.
4. The R&D department leaders of the TFT-LCD business treat their members whose characters are gumptious. The suggestions of the downward influence strategy include:Benefit exchanges、Threat and bribe,and Obstructions. The inadvisable downward influence strategy includes:The pressure of favors and asking upward helps.
5. The R&D department leaders of the TFT-LCD business treat their members whose characters are desirous of knowledge. The suggestions of the downward influence strategy include:Strong commands、The pressure of favors and asking upward helps. The inadvisable downward influence strategy includes:Benefit exchanges and Obstructions.
6. The R&D department leaders of the TFT-LCD business treat their members whose characters are flexible. The suggestions of the downward influence strategy include:Compliments & catering to them,and the pressure of favors. The inadvisable downward influence strategy is obstructions.
7. The R&D department leaders of the TFT-LCD business treat their whole members. The suggestions of the downward influence strategy include:Compliments & catering to them,and Rational convictions. The downward influence strategy,that needs to be reduced using,include obstructions and asking upward helps.
中文摘要Ⅰ
英文摘要Ⅲ
目錄Ⅶ
表目錄Ⅸ
圖目錄XII
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
第三節 待答問題與研究假設4
第四節 研究步驟5
第五節 研究範圍與限制8
第六節 名詞釋義9
第二章 文獻探討10
第一節 研發人員的定義10
第二節 人格特質之相關文獻11
第三節 向下影響策略之相關文獻42
第三章 研究設計48
第一節 研究架構48
第二節 量表的編製與修訂49
第三節 量表預試、信度和效度之建立58
第四節 研究樣本與施測69
第五節 資料統計分析方法70
第四章 結果分析與討論72
第一節 樣本分佈情形73
第二節 研發人員人格特質與對主管向下影響策略期望之基本統計分析73
第三節 背景變項對研發人員人格特質與向下影響策略期望各構面之差異分析75
第四節 研發人員人格特質與對主管向下影響策略期望之相關分析95
第五節 研發人員人格特質對主管向下影響策略期望之預測力分析101
第五章 結論與建議108
第一節 研究發現108
第二節 結論113
第三節 討論與建議114
參考書目120
一、中文部份120
二、英文部分122
附錄一 預試量表131
附錄二 正式量表136
表目錄
表2-1.人格特質定義14
表2-2.榮格的八種人格心理類型17
表2-3.Holland 六種人格分類21
表2-4.各學者的提出人格特質類型27
表2-5.創造力人格特質相關研究整理36
表2-6.研發人員人格特質量表構面特質描述41
表2-7.影響力方式的定義46
表3-1.研發人員人格特質構面與題號52
表3-2.對主管向下影響策略期望架構之題項與分配題號56
表3-3.預試樣本分佈58
表3-4.研發人員人格特質量表項目分析摘要表59
表3-5.研發人員向下影響策略期望量表項目分析摘要表61
表3-6.研發人員人格特質量表信度(內部一致性)分析結果63
表3-7.研發人員人格特質量表建構效度(因素分析)結果摘要表65
表3-8.對主管向下影響策略期望量表信度(內部一致性)分析結果66
表3-9.研發人員向下影響策略期望量表建構效度(因素分析)結果摘要表68
表3-10.問卷寄發與回收統計表70
表4-1.受測者背景變項分佈表73
表4-2.研發人員人格特質的平均值與標準差74
表4-3.研發人員對向下影響策略期望之平均值與標準差75
表4-4.不同性別研發人員對人格特質的平均數和標準差76
表4-5.不同性別研發人員對人格特質的變異數分析表76
表4-6.不同婚姻研發人員對人格特質的平均數和標準差78
表4-7.不同婚姻研發人員對人格特質的變異數分析表78
表4-8.不同年齡研發人員對人格特質的平均數和標準差79
表4-9.不同年齡研發人員對人格特質的變異數分析表80
表4-10.不同學歷研發人員對人格特質的平均數和標準差81
表4-11.不同學歷研發人員對人格特質的變異數分析表81
表4-12.不同年資研發人員對人格特質的平均數和標準差83
表4-13.不同年資研發人員對人格特質的變異數分析表83
表4-14.不同性別研發人員對主管向下影響策略期望的平均數和標準差85
表4-15.不同性別研發人員對主管向下影響策略期望的變異數分析表85
表4-16.不同婚姻狀況研發人員對主管向下影響策略期望的平均數和標準差87
表4-17.不同婚姻狀況研發人員對主管向下影響策略期望的變異數分析表87
表4-18.不同年齡研發人員對主管向下影響策略期望的平均數與標準差89
表4-19.不同年齡研發人員對主管向下影響策略期望的變異數分析表89
表4-20.不同學歷研發人員對主管向下影響策略期望的平均數與標準差91
表4-21.不同學歷研發人員對主管向下影響策略期望的變異數分析92
表4-22.不同年資研發人員對主管向下影響策略期望的平均數與標準差94
表4-23.不同年資研發人員對主管向下影響策略期望的變異數分析表94
表4-24.研發人員人格特質與對主管向下影響策略期望各構面間之相關分析表96
表4-25.研發人員人格特質對主管向下影響策略期望之典型相關摘要97
表4-26.TFT-LCD 產業研發人員人格特質預測「強制命令」之多元逐步迴歸分析表101
表4-27.TFT-LCD 產業研發人員人格特質預測「讚美迎合」之多元逐步迴歸分析表102
表4-28.TFT-LCD 產業研發人員人格特質預測「理性說服」之多元逐步迴歸分析表103
表4-29.TFT-LCD 產業研發人員人格特質預測「威脅利誘」之多元逐步迴歸分析表103
表4-30.TFT-LCD 產業研發人員人格特質預測「利益交換」之多元逐步迴歸分析表104
表4-31.TFT-LCD 產業研發人員人格特質預測「人情壓力」之多元逐步迴歸分析表105
表4-32.TFT-LCD 產業研發人員人格特質預測「杯葛阻撓」之多元逐步迴歸分析表105
表4-33.TFT-LCD 產業研發人員人格特質預測「向上求助」之多元逐步迴歸分析表106
表4-34.TFT-LCD 產業研發人員人格特質預測「整體對主管向下影響策略」之多元逐步迴歸分析表107
圖目錄
圖1-1.研究實施之步驟7
圖3-1.研究理論架構圖49
圖4-1.研發人員人格特質對主管向下影響策略期望之典型相關路徑圖100
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