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|Title: ||影響銀行派遣催理人員轉正職留任意願因素之探索性研究 : 以C銀行為例|
|Other Titles: ||The factors of retention on dispatched employee to full employee of C bank collectors : an exploratory research|
|Authors: ||謝素珠;Shieh, Su-Chu|
|Keywords: ||留任;組織認同;工作負荷;Retain;Organizational Identification;Job-Loading|
|Issue Date: ||2013-04-13 11:27:17 (UTC+8)|
This study takes bank C for example , exploring the high personnel mobility and high training cost of temporary employees, and their resistance to becoming permanent employees. The study will survey how to improve the system so that temporary employees will become permanent employees. Permanent employees will help the company reduce the cost of manpower and enhance their interest rate. Ultimately, the company can increase their employee retention rate by turning temporary employees to permanent employees.
In order to increase the employee retention rate, the company made three major changes to see how the temporary employees would respond. They increased the temporary employee salary, put the employees in different working areas, and put them in different psychological areas. After that, observations showed that increasing the salary had the most impact on the employees. This demonstrates that receiving a larger salary is the biggest incentive for the temporary employees. Therefore, the company should raise the salaries of the employees to increase their employee retention rate.
In addition, on psychological level, owing to that the object of this study are contractors transferring to full time employees, the effect of psychological incentive is also quite remarkable. After their identities convert, they will in turn increase the degree of recognition of the organization and truly feel he/she is the one belonging to the company, thus willing to efforts for the company. By the same token, sense of stability enhances, further boosting these people to have self-expectations and self- encouragement. They are willing to develop their career profoundly in the company and thus increase the intention to stay.
As for the working part, most of them generally think that the difficulty in work has increased. However, they will turn the pressure from work into the expectations the company has for them, which results in putting more efforts to reach the requirements of the company, far from causing resignation. This discovery differs form past researches, which claim that the increase in work load will reduce the will of staying.
From the in-depth interview, we can understand that the organizational change is a successful and positive reform for dispatch employees promoted to permanent employees. This could act as a direction for the company''s organizational reform in the future.
|Appears in Collections:||[企業管理學系暨研究所] 學位論文|
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