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|Other Titles: ||A study of middle and top managers' job mobility behaviors with head poaching or hopping|
|Authors: ||康淑美;Kang, Shu-mei|
|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|
|Issue Date: ||2010-01-11 04:12:37 (UTC+8)|
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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