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研究生:黃櫂鴻
研究生(外文):Chao-Hung Huang
論文名稱:轉換型領導對工作績效的影響以主管人格特質為調節變項-以J公司為例
指導教授:鄭晉昌鄭晉昌引用關係
學位類別:碩士
校院名稱:國立中央大學
系所名稱:人力資源管理研究所在職專班
學門:商業及管理學門
學類:其他商業及管理學類
論文種類:學術論文
論文出版年:2018
畢業學年度:106
語文別:中文
論文頁數:78
中文關鍵詞:轉換型領導人格特質工作績效
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臺灣的金融業在面對全球化的競爭趨勢,整體經濟結構之改變與衝擊下,企業除加速調整經營體質、改變組織型態、設計多元化商品及提升各項服務功能外,更積極運用各種獎勵福利制度來吸引優質的人才。然現代的金融從業人員也正面臨著人口型態轉變、資訊科技破壞式創新、景氣利率持續走低、職場環境的壓縮等即無情又嚴峻的考驗,除須不斷提升自我專業知識與技能外,也要時刻面對主管的要求,故常處於一個高度的壓力狀態。而主管的職責,主要除提升公司組織績效外,另一項職責則是協助部屬發揮其專長與能力,達成所設定的績效目標。主管的角色是實際帶領成員執行、貫徹以及左右成效的關鍵,所以主管個人的人格特質與領導風格直接影響與部屬間的互動,近而影響部屬個人的工作績效。已有許多研究顯示員工知覺主管展現轉換型領導對於員工的工作績效會造成正面的影響,另一方面,也有研究顯示主管展現的人格特質會提升員工的工作績效。因此,本研究欲探討轉換型領導風格對於工作績效之影響,並將人格特質作為調節變項,採抽樣的方式併利用網路問卷調查形式,研究對象鎖定J金融控股公司旗下證券子公司為對象,並以統計軟體SPSS進行統計分析,共計有314份有效問卷。
本研究的結果顯示,員工知覺主管展現的轉換型領導對於員工的工作績效之間存在顯著的關聯性,即當員工知覺主管展現的轉換型領導風格愈傾向激勵鼓舞時,則員工的工作績效表現將會愈好;另員工知覺主管展現的人格特質對於員工的工作績效之間存在顯著的關聯性,即員工知覺主管展現的人格特質愈佳時,員工的工作績效表現也會愈好,但主管的人格特質不具調節效果。
In the face of the global competition and the impact of the overall economic structure, Taiwan’s financial industry has actively used a variety of technologies in addition to accelerating the adjustment of management physique, changing organizational patterns, designing diversified products, and improving various service functions. Incentive benefits system to attract quality talent. However, modern financial professionals are also facing the tests of demographic changes, destructive innovation in information technology, continuous decline in interest rates on the economy, and the compression of the workplace environment, which are ruthless and severe tests. Apart from constantly improving their professional knowledge and skills, Always face the requirements of the supervisor, it is often in a high state of stress. The duties of supervisors are mainly to enhance the organizational performance of the company. Another responsibility is to assist the subordinates to exert their expertise and ability to achieve the set performance goals. The role of the supervisor is the key to actually lead the members to implement, implement, and effect the results. Therefore, the personality traits and leadership styles of the supervisors directly affect the interactions with the subordinates, and affect the individual's work performance. Many studies have shown that employee perception executives show that conversion leadership has a positive impact on the performance of employees. On the other hand, studies have also shown that the personality traits shown by supervisors will enhance the performance of employees. Therefore, this study wants to investigate the impact of transitional leadership style on job performance, and takes personality traits as a regulatory variable, and adopts a sampling method and uses an online survey form. The object of the study is to target J financial holding company’s securities subsidiary. Statistical software SPSS was used for statistical analysis. There were a total of 314 valid questionnaires.
The results of this study show that there is a significant correlation between the transitional leadership demonstrated by employee perception executives and the performance of their employees. That is, when the transitional leadership styles displayed by employees' perception executives are more motivated and encouraged, the performance of employees' performance the better it will be; there is also a significant correlation between the personality traits perceived by employees’ perception executives and the performance of their employees. The better the personality traits perceived by employees’ perception executives, the better the employee’s job performance will be, but the personality traits do not have regulatory effects.
第一章 緒論…………………………………………………………………………………1
第一節 研究動機 ……………………………………………………………………………1
第二節 研究目的 …………………………………………………………………………4
第二章 文獻探討……………………………………………………………………………6
第一節 金融產業結構與證券業現況分析 ………………………………………………6
第二節 領導風格…………………………………………………………………………11
第三節 工作績效…………………………………………………………………………24
第四節 人格特質…………………………………………………………………………26
第五節 變數之間的關係…………………………………………………………………28
第三章 研究方法 …………………………………………………………………………31
第一節 研究架構與假設…………………………………………………………………31
第二節 研究對象與方法…………………………………………………………………33
第三節 研究工具…………………………………………………………………………35
第四章 研究結果 …………………………………………………………………………40
第一節 描述性統計………………………………………………………………………40
第二節 信度分析…………………………………………………………………………43
第三節 相關分析…………………………………………………………………………44
第四節 階層迴歸分析……………………………………………………………………45
第五章 結論與建議 ………………………………………………………………………49
第一節 研究結果與討論…………………………………………………………………49
第二節 管理意涵…………………………………………………………………………50
第三節 研究限制…………………………………………………………………………53
參考文獻 ……………………………………………………………………………………54
附錄 …………………………………………………………………………………………59
一、 中文部份
[1] 行政院主計處網路資料:http://www.dgbas.gov.tw/。
[2] 中央銀行:https://www.cbc.gov.tw/。
[3] 財政部資訊中心:https://www.fia.gov.tw/。
[4] 江福興(2004),「以社會資本觀點探討國內製造業員工人格特質與工作價值觀對其工作績效之影響」,國立成功大學企業管理研究所碩士論文。
[5] 張宦民(2004),「組織文化、主管領導型態、員工工作滿意度對企業創新能力之影響-以臺灣上市電線電纜公司為例」,國立成功大學高階管理碩士在職專班碩士論文。
[6] 許士軍(2001),管理學,東華書局。
[7] 許清鈞(2004),「金控成立後銀行之組織氣候、員工人格特質對員工工作滿意度及組之承諾影響之研究」,國立成功大學高階管理碩士在職專班碩士論文。
[8] 張春興(2006). "張氏心理學辭典 (重訂版). 臺北市: 東華."。
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[10] 孫瑞霙(2001). 領導型態與領導績效之探討-學校與企業之比較研究。
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二、 英文部份
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[5] Borman, W. C. (1991), “Job Behavior, Performance and Effectiveness,” Handbook of Industrial Organizational Psychology, Consulting Psychologists Press, Palo Alto, CA, 271-326.
[6] Borman, W. C. and S. Motowidlo (1993). "Expanding the criterion domain to include elements of contextual performance." Personnel Selection in Organizations; San Francisco: Jossey-Bass: 71.
[7] Bryman, A. (1992). Charisma and leadership in organizations, Sage Pubns.
[8] Cooper, C. L., & Marshall, J. (1976). Occupational sources of stress: A review of the literature relating to coronary heart disease and mental ill health. Journal of occupational psychology, 49(1), 11-28.
[9] Dessler, G. (1994), Human Resource Management, Prentice- Hall, NJ.
[10] Fiedler, F. E. (1967), A Theory of Leadership Effectiveness, McGraw-Hill Book Company, New York.
[11] Hemphill, J. K. and Coons, A. E. (1950). Leadership Behavior Description. Personnel Research Board, Ohio State University.
[12] Hitt, M. A. and R. D. Middlemist (1979). "A methodology to develop the criteria and criteria weightings for assessing subunit effectiveness in organizations." Academy of Management Journal 22(2): 356-374.
[13] Howell, J. M. and B. J. Avolio (1993). "Transformational leadership, transactional leadership, locus of control, and support for innovation: Key predictors of consolidated-business-unit performance." Journal of applied psychology 78(6): 891.
[14] House, R. J. (1971). A Path-Goal Theory of Leadership Effectiveness. Administrative Science Quarterly, 16, 321-338.
[15] Koontz, H. (1961). "The management theory jungle." Academy of Management Journal 4(3): 174-188.
[16] Korman, A. (1997), Organization Behavior, Englewood Cliffs, Prentice Hall, Inc., New York.
[17] Lee, Y. D., Lain, J. W. & Chen, C. Y. (1999), "A Study on the Measurement of Productivity for White-Collar Employess-A Case of Electronic Industry in Taiwan," The Chinese Military Academy Journal, 345-361.
[18] McCrae, R. R. and P. T. Costa (1986). " Four Ways Five Factor Are Basic." Personality and Individual Differences, 13, 653-665.
[19] McCrae, R. R. and P. T. Costa (1987). "Validation of the five-factor model of personality across instruments and observers." Journal of personality and social psychology 52(1): 81.
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[21] Organ, D. W. (1988), Organizational Citizenship Behavior: The Good Soldier Syndrome, Lexington, Books, Lexington, MA.
[22] Pillai, R., et al. (1999). "Fairness perceptions and trust as mediators for transformational and transactional leadership: A two-sample study." Journal of management 25(6): 897-933.
[23] Robbins, S. P. and M. C. Butler (1998). Organizational behavior: concepts, Controversies, Applications. Grundwerk, Prentice-Hall.
[24] Robbins, S. P. (2001),Organizational Behavior: Concepts, Controversies, and Applications, 8th ed., Prentice Hall, New York.
[25] Robbins, S. P. (2003),Organizational Behavior, 10th ed., Pearson Education International, Inc.
[26] Schultz, D. & Schultz S. E. (1998), Theories of Personality, 6th ed., Thomson Learning, Inc.
[27] Sergiovanni, T. J. (1990). "Adding Value to Leadership Gets Extraordinary Results." Educational leadership 47(8): 23-27.
[28] Stogdill, R. M. (1948). "Personal factors associated with leadership: A survey of the literature." The Journal of psychology 25(1): 35-71.
[29] Stogdill, B. J., et al. (1984). "Nonoperative replacement of a jejunostomy feeding catheter." The American journal of surgery 147(2): 280-282.
[30] William, J. R. (1967), The 3-D Management Style Theory: A Typology Based on Task and Relationship Orientation, Training and Development Journal, April, pp. 8-17
[31] Yukl, G., et al. (2002). "A hierarchical taxonomy of leadership behavior: Integrating a half century of behavior research." Journal of Leadership & Organizational Studies 9(1): 15-32.
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2. 組織文化、主管領導型態、員工工作滿意度對企業創新能力之影響─以臺灣上市電線電纜公司為例
3. 金控成立後銀行之組織氣候、員工人格特質對員工工作滿意度及組織承諾影響之研究
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