臺灣博碩士論文加值系統

國防部軍備局生產製造中心所屬各生產工廠之主管面對國軍精實案及精進案一波又一波的組織再造與人員精簡的改革，除有政策指導將持續擴大國防資源釋商範圍，另有面臨「精進案」重大改造工程，國軍調降總員額目標之政策下，每年除了少數的初官補充外，士官及員工﹙含般聘、科聘、評價聘僱﹚部分幾乎是只退不補，各級主管如何有效運用現有人力以達成上級交付之任務，就變成十分重要的課題。因此，本研究主要係以國防部軍備局生產製造中心各生產工廠為範圍，探討主管的領導型態、人格特質、組織承諾與工作績效之間的關聯性。
本研究以國防部軍備局生產製造中心各生產工廠為研究對象。各廠委託一人協助發放及回收問卷，總共發放432份，回收318份有效樣本。主要運用敘述性統計、因素分析、典型相關分析及變異數分析等統計分析方法。研究結果顯示：
（一）主管的參與型領導型態與員工的工作績效之間存在顯著的關聯性，當主管的領導型態愈傾向考量部屬想法並激勵大家共同努力時，則部屬的「工作效率」方面的表現將會愈好。
（二）主管的人格特質與員工的工作績效之間存在顯著的關聯性，當主管的人格特質愈傾向嚴謹自律型時，則員工的「工作效率」方面的表現將會愈佳。
（三）員工的組織承諾與員工的工作績效之間存在顯著的關聯性：當員工的組織承諾愈傾向認同承諾時，則員工的「工作效率」方面的表現將會愈佳。
（四）主管的領導型態與人格特質之間存在顯著的關聯性，即當主管的領導型態愈傾向參與型時，則其在人格特質方面的和善型傾向也會愈明顯。另主管的人格特質與員工的組織承諾之間存在顯著的關聯性，當主管的人格特質愈傾向和善型時，則部屬在組織承諾方面的留職承諾的表現也會愈明顯。再來，主管的領導型態與員工的組織承諾之間存在顯著的關聯性，當主管愈傾向參與型的領導型態時，則在部屬的組織承諾方面的留職承諾傾向也會愈明顯。
（五）若以各人口基本變數來看，在受訪者性別及身分，對各構面的認同程度上並無顯著性差異；但不同的年齡對認同承諾構面的認同程度上有顯著性差異；不同的學歷對主觀型領導、認同承諾、效率及效能各構面的認同程度上有顯著性差異；不同的年資對認同承諾構面的認同程度上有顯著性差異；不同性質的生產工廠對外向型、認同承諾、留職承諾及效能各構面的認同程度上有顯著性差異；及不同的服務部門對外向型構面的認同程度上有顯著性差異。

In order to adapt to the emerging strategic environment, maintain military superiority in the Taiwan Strait, and build high-quality and modernized defense forces, the ROC Armed Forces must implement actively the military transformation measures mandated by the "Jingjin Program” (The ROC Armed Forces Streamlining Program).” In addition, the M.N.D. will continuously extend the outsourcing items of defense programs in an attempt to facilitate a boom cycle, economic development and social prosperity. Along with the Jingjin Program and the outsourcing items of defense programs to rebuild and streamline the organization, the executive of each Materiel Production and Manufacturing Center of Department of Defense Armaments Bureau must confront the trend of the reduction for personnel. The environmental change no doubt causes a certain influence to the rise or fall of the job performance.
For this reason, this study is mainly on the basis of the Materiel Production and Manufacturing Center Department of Defense Armaments Bureau, to probe into the relationships among the leadership styles, personality traits, organizational commitment and job performance. This study collected 318 pieces for valid questionnaires to be used for statistical analysis. According to the results, we have major conclusions as below:
I. An executive’s participative leadership style is linked with the subordinate’s performance. When the executive’s leadership type tends to be motivational and inspirational, the subordinate show better quality and performance at work.
II. An executive’s personality and the subordinate’s job performance are obviously related. When the executive’s personality tends to be conscientious, the subordinated shows better quality and performance at work.
III. A subordinate’s organizational commitment is connected to the subordinate’s job performance. When a subordinate’s organizational commitment tends to identify with the organizational commitment, the subordinated shows better quality and performance at work.
IV. There is a notable correlation between an executive’s leadership style and personality. When the executive’s leadership style tends to participative style, his personality tends to agreeableness obviously. And an executive’s personality is linked with the subordinate’s organizational commitment. When an executive’s personality tends to adaptability, and under the organizational commitment, the subordinate’s inclination toward retaining. Moreover, there is a notable correlation between an executive’s leadership style and the subordinate’s organizational commitment. When an executive’s leadership style tends to the participative leadership style, and the subordinate’s inclination toward retaining.

博碩士論文授權書 I
摘要 II
ABSTRACT III
誌謝 IV
目次 V
表目錄 VIII
圖目錄 X
第一章 緒論 1
1.1 研究背景與動機 1
1.2 研究目的 2
1.3 研究對象與範圍 3
1.4 研究流程 3
第二章 文獻探討 5
2.1 領導型態 5
2.1.1 領導的定義 5
2.1.2 領導理論與型態 7
2.2 人格特質 18
2.2.1 人格特質的定義 18
2.2.2 人格特質的主要理論 20
2.3 組織承諾 23
2.3.1 組織承諾的定義 23
2.3.2 影響組織承諾的因素變項 25
2.3.3 組織承諾的相關研究 26
2.4 工作績效 28
2.4.1 工作績效之定義 29
2.4.2 工作績效的相關研究 29
2.4.3 工作績效的評估方法 32
第三章 研究設計與方法 34
3.1研究架構及假設 34
3.2變數的操作性定義與衡量 35
3.2.1領導型態構面 35
3.2.2人格特質構面 36
3.2.3組織承諾構面 37
3.2.4工作績效構面 37
3.3研究對象與抽樣設計 38
3.3.1研究對象界定 38
3.3.2抽樣設計 38
3.4資料分析方法 40
3.4.1敘述統計 40
3.4.2 因素分析 41
3.4.3信效度分析 41
3.4.4各構面因素之差異性分析 42
3.4.5典型相關分析 42
第四章 研究結果與分析 44
4.1信度及效度分析 44
4.1.1信度分析 44
4.1.2效度分析 49
4.2敘述性統計分析 49
4.2.1主管的領導型態 49
4.2.2主管的人格特質 50
4.2.3員工的組織承諾 51
4.2.4員工的工作績效 53
4.3因素分析 53
4.3.1領導型態 54
4.3.2人格特質 55
4.4典型相關分析 59
4.5差異性之分析 69
4.5.1性別之差異性分析 69
4.5.2年齡之差異性分析 70

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