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    題名: 制度改變下對主管領導風格及員工態度的影響
    其他題名: The effect of organizational system changes on leadership style and employee attitude
    作者: 蔡麗婷;Tasi Lee-Ting
    貢獻者: 淡江大學會計學系碩士在職專班
    林谷峻;林芳綺;Lin Ku-jun;Lin Fang-chi
    關鍵詞: 領導風格;員工態度;Leadership Style;employee attitude
    日期: 2012
    上傳時間: 2013-04-13 11:30:51 (UTC+8)
    摘要: 人力資本的保存與人才資質的提升成為現代市場上競爭的關鍵,關係著該公司永續經營的結果,因此人才成為公司重要指標之一,台灣的中小企業開始重視組織體質的改善,將英雄式管理的模式,進而調整為有組織、有制度的企業文化,以提升企業的競爭力。本研究探討公司制度轉換過程中領導風格對員工態度的影響,採用問卷方式進行調查,其有效樣本為93份,研究結果如下:
    1. 不同性別的受訪者在制度轉換後「轉換型領導」、「領導風格」上達顯著
    差異
    2. 不同年齡的受訪者在制度轉換後「情感性承諾」、「員工態度」上達顯著
    差異
    3. 不同婚姻狀況及教育程度的受訪者在制度轉換後「情感性承諾」、「員工
    態度」上達顯著差異
    4. 不同工作年資的受訪者在制度轉換後「交易型領導」、「薪資滿足」上達
    顯著差異
    5. 受訪者在的「轉換型領導」、「道德性承諾」、「持續性承諾」、「員工
    態度」制度轉換前後達顯著差異
    6. 制度轉換後「交易型領導」與「道德性承諾」具有顯著正相關
    7. 制度轉換後「薪酬滿足」與「員工態度」具有顯著正相關
    8. 制度轉換後「交易型領導」越高,其預測的「道德性承諾」會越高
    9. 制度轉換後「交易型領導」越高,其預測的「情感性承諾」會越高
    The preservation of human capital and the improvement of personnel quality have become the key to competition in the modern market and are related to the results of the sustainable management in any company.
    Therefore, personnel have become one of the key indicators in a company. Taiwan''s SMEs began to regard the improvement of organizational constitution, adjusting the hero management mode to be corporate culture with organization and systems, so as to enhance the competitiveness of enterprises.
    The study investigated how leadership styles affect followers’ attitude while the company is in conversion process. We adopted a questionnaire to investigate, and among which there were 93 effective samples.
    The results of this study represent as follows:
    1. Respondent with different gender show significant difference in “transformational leadership” and “leadership style” after conversion
    2. Respondent with different age show significant difference in “affective commitment” and “employee attitude” after conversion
    3. Respondent with different marital status show significant difference in “affective commitment” and “employee attitude” after conversion
    4. Respondent with different seniority show significant difference in “transactional leadership” and “salary satisfaction” after conversion
    5. Respondents’ “transformational leadership”, “moral commitment”, “continuance commitment”, and “employee attitude” show significant difference in pre- and post- conversion.
    6. “Transactional leadership” has significantly positive correlation with “moral commitment” after conversion.
    7. “Salary satisfaction” has significantly positive correlation with “employee attitude” after conversion.
    8. After conversion, “transactional leadership” predicts “moral commitment” effectively.
    9. After conversion, “transactional leadership” predicts “affective commitment” effectively.
    顯示於類別:[會計學系暨研究所] 學位論文

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