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    Title: 影響中高階經理人被挖角(跳槽)之離職行為的相關因素研究
    Other Titles: A study of middle and top managers' job mobility behaviors with head poaching or hopping
    Authors: 康淑美;Kang, Shu-mei
    Contributors: 淡江大學企業管理學系碩士在職專班
    洪英正;Hung, Ying-cheng
    Keywords: 挖角;跳槽;風險偏好;誘因條件;工作特性模式;被挖角態度;head poaching;job hopping;risk propensity;incentives;job characteristics model(JCM);poaching attitude
    Date: 2007
    Issue Date: 2010-01-11 04:12:37 (UTC+8)
    Abstract: 在大環境的自由經濟體系發展下,企業人才的挖角與跳槽漸漸演變成一種無可避免的現象。從工作者的角度看來,當個人具備專業的核心能力後,還要有完善的職場能夠盡情發揮,完善的職場包含所有必須具備的主觀與客觀之軟硬體條件。因此,本研究在此前提之下,意在深入了解具專業工作條件之中高階經理人被挖角的態度與意願:探討在其不同之風險偏好,誘因條件以及工作特性下會不會造成他們有不同之被挖角、跳槽之離職行為,並探討目前台灣有關挖角之相關現象。
    本研究以國內各大產業內職稱至少為課長(含)以上或同等級之中階以上主管為研究對象,透過問卷調查探討中高階經理人被挖角之相關影響因素。本研究以便利取樣共取得有效樣本216份。透過問卷調查實證分析,主要獲得以下結果:
    一、當工作者風險偏好程度越高,則其較願意放手一搏而不會為之怯步,故被挖角之意願較高。
    二、當誘因條件等激勵因素較佳時,工作者考慮被挖角而離職的態度也越強烈。本研究發現薪資福利是工作者最主要之考量因素。因此雖然給予工作者較高的薪資或待遇並不能保證其工作效率必然提高,但卻能激發潛在的工作意願,具有穩定人才流動的效果。
    三、當現有工作特性越滿足時,則中高階管理者被挖角而去職的可能性降低。企業為防範人才流失於未然,與其事後追究跳槽原因,不如事前定下清楚的工作範圍、性質及所需的人才標準,並按照此標準來求才,如此才達到「適人適任」的原則。
    四、在有實際跳槽經驗分析中,男性、高學歷、工作年資2年以下、公司規模200-499人的工作者,最容易跳槽。若企業能充分掌握住容易跳槽工作者的人口屬性,並在擬定留才策略時加以參考,必可讓留才計畫充分發揮功效。
    此外,由分析結果得知,被挖角態度與被挖角偏好管道並無顯著差異。但從樣本發現,目前最受歡迎的挖角管道為透過朋友或熟人介紹,而其會接受挖角主要認為跳槽之後可以發財。此點由實際跳槽經驗分析發現,大部分經理人跳槽後真能獲得薪資上的增加,幅度以11%-20%為最普遍。
    Because of the prosperous development of worldwide economy and business, head poaching or job hopping issue becomes an unavoidable situation. When employees possess enough and professional working abilities, they would need better workplaces to develop their careers. Mature workplace should contain not only good software but also hardware conditions. Therefore, to try to figure out factors for influencing job mobility with head poaching or job hopping becomes very important. Base on this reason, this study is going to discuss how middle and top managers’ risk propensity, company’s incentives and job characteristics influence their poaching behaviors.
    In this study, we designed the questionnaire in order to find key factors that influence head poaching issues. The samples of this study came from the middle level or above managers in every field and industry. There are 216 effecctive samples. Through the statistics analysis, we had gotten conclustions as following:
    1. When the manager’ risk propensity is higher, the possibility of his or her job hopping or being poached is higher, too.
    2. When there are better company’s incentives, the manager’ intensity of job hopping or being poached will increase. This study found that the compensation is the most important incentive factor that manager will take into consider. Although managers’ getting higher compensations or salaries can not guarantee that they will do their jobs better; however, this could indeed improve their potential working intentions and avoid job nobilities.
    3. When the more satisfactions of current job characteristics are felt by managers, the less possibilities of job hopping or being poached will occur.
    4. From the real job hopping statistics analysis, we found that managers who are male, higher education background and current job working experience under 2 years with company size 200-499 people, are easily to be poached. Enterprises certainly can utilize these specific findings for implementing their manager-remaining strategies.
    Besides, from the results, we found that there are no differences between poaching attitude and preferred poaching method. Actually, sample shows the most popular method of head poaching is through friends’ recommendation. Basically, managers believe they can make more money through job hopping. This can be proved by real job hopping statistics results. And averagely, managers’ compensations increase around 11%-20% after job hopping.
    Appears in Collections:[企業管理學系暨研究所] 學位論文

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