| 摘要: | 本研究係探討不同領導型態對於員工工作滿意的影響程度，並以部屬的內外群體認知為干擾變數。試圖達到下列目的：一、探討個人屬性對於員工工作滿意的影響程度。二、探討不同領導型態對員工工作滿意的影響程度。三、探討部屬的內外群體認知對其工作滿意的影響程度。四、探討不同領導型態對員工工作滿意的影響是否會因其內外群體認知不同而有所不同。
本研究選擇中華電信北區營運處為研究對象，利用便利抽樣法發放出500份問卷，回收有效問卷401份，有效回收率百分之80。並利用信度分析、平均數差異檢定、單因子變異數分析、以及階層迴歸分析等統計方法進行資料分析。本研究結果如下：
ㄧ、在個人屬性方面，分為性別、年齡、學歷、以及工作年資。其中性別對於員工內在工作滿意會有顯著影響，男性員工內在工作滿意顯著高於女性。年長的員工會在外在以及整體工作滿意方面顯著高於年輕的員工。學歷對於員工外在工作滿意有顯著的影響，具碩博士學歷的員工外在工作滿意顯著高於只有高中(職)學歷的員工。工作年資長的員工會在整體工作滿意方面顯著高於工作年資短的員工。
二、不同的領導型態對於員工內在，外在，整體工作滿意均會造成顯著影響，其中，「高關懷、高規範」的領導型態在員工外在以及整體工作滿意構面顯著獲得最高的得分，「高關懷、低規範」以及「低關懷、高規範」領導型態在三個工作滿意構面並無顯著差異、「低關懷、低規範」的領導型態則在三個工作滿意構面均獲得顯著最低的得分。
三、在三個工作滿意構面中，自我認知為內群體成員的部屬比起自我認知為外群體成員的部屬有顯著較高的工作滿意。
四、在三個工作滿意構面中，加入了部屬的內外群體認知為干擾變數之後，迴歸模型對於員工工作滿意的解釋能力均會因此而增加，顯示其干擾變數具有顯著的干擾效果。
This thesis discusses how different leadership styles influence employees’ job satisfactions., and takes employee’s perceived in/out group as moderator variable. attempting to reach the goals listed below.
First of all, treating the influence of personal attributes on employees’ job satisfactions. Secondly, treating the influence of different leadership styles on employees’ job satisfactions. Thirdly, treating the influence of employee’s perceived in/out group on employees’ job satisfactions. At last, treating whether the influence of different leadership styles on employees’ job satisfactions differ when employee’s different perceived in/out group is involved in the model.
The research target group is the Chunghwa Telecom Northern Taiwan Division. 500 questionnaires were distributed among its employees on the basis of convenient sampling, and 401 of them are valid. Representing the effective returns-ratio is 80%
.Methods like reliability analysis, T-test analysis, single factor variance analysis (one-way ANOVA) and regression analysis are applied to evaluate the results. Conclusions drawn from the survey are listed below.
First of all, job satisfactions differ due to personal attributes, such as gender, age, education, and seniority. Male employees tend have significant higher internal job satisfactions than female. Older employees have significant higher external and general job satisfactions than younger ones. Employees with master or doctor degrees have significant higher external job satisfactions than those who graduated from high school. Employees with higher seniority have significant higher general job satisfactions than lower-seniority employees.
Secondly, different leadership styles influence employees’ internal, external, and general job satisfactions. Among them, “high consideration and high initiating structure” generates employees’ most positive external and general job satisfactions; while “high consideration and low initiating structure” and “low consideration and high initiating structure” show no significant difference in this regard. “Low consideration and low initiating structure” style is proven to be the least effective.
Thirdly, employees who consider themselves in-group members have significant higher internal, external, and general job satisfactions than those who consider themselves out-group members
At last, the explanation power to employees’ internal, external, and general job satisfactions increase significantly when employee’s perceived in/out group are involved as a moderator in the regression model. It concluded that this moderator has a significant effect on the regression model. |
