影響台灣與大陸員工組織承諾因素之比較研究

Abstract

本研究主要在探討影響台灣與大陸員工組織承諾因素之比較研究，研究架構參考國內外學術研究，設計出以「人格特質」、「領導型態」、「工作特性」、「組織文化」與「個人環境適配」等要素為構面之「組織承諾」研究架構，並針對兩岸企業員工採取便利性抽樣調查，結果共回收有效問卷186份。 透過SPSS統計分析軟體的實證分析，其中採用的MBTI精簡型人格特質量表因為信度偏低無法採用，最後直接以「出生地」代替「人格特質」作為個人變數進行分析，經過信度分析、效度分析、敘述性統計分析、t檢定分析、ANOVA單因子變異數分析、逐步迴歸分析等統計分析結果，得到以下研究結果： 1. 外在不可控制的客觀環境對大陸員工組織承諾的影響較台灣員工為高。 2. 領導型態、工作特性和組織文化對「環境適配」有顯著影響。 3. 領導型態、工作特性和組織文化對「組織承諾」有顯著影響。 4. 「環境適配」認知較高的員工，有較高的「組織承諾」認知。 5. 薪資報酬和教育訓練是最能夠普遍提升兩岸員工組織承諾的重要條件。 6. 官僚型的組織文化，較能提高台灣員工的價值承諾。 7. 轉換型的領導型態，會降低大陸員工的努力承諾。 8. 激勵潛能型的工作特性，會降低大陸員工的各項組織承諾。 9. 交易型的領導型態，會降低台灣員工的留職承諾。 基於以上研究結果，本研究對兩岸企業主提出以下建議： 1. 集中資源在培養有潛力和有較高留職承諾的大陸員工 2. 制定即時合理的績效考核和獎勵制度。 3. 專注強化特定員工的教育訓練。 4. 創造創新性與穩健性並存的企業文化。 5. 採取魅力關懷與獎逞控制並重的領導型態。 6. 不能一昧的對大陸員工給予嚴密管理和明確簡單的工作。 7. 定期進行員工意見調查，改善影響員工組織承諾的因素。 關鍵字：人格特質、領導型態、工作特性、組織文化、環境適配、 組織承諾。

This is a comparative study on the organizational commitment of employees in Taiwan and China enterprises. This study refers to related literatures internationally to draft up the research structure with Personal Traits, Leadership Style, Job Characteristics, Organization Culture, Person-Environment Fit and Organization Commitment. This study adopted convenient questionnaire survey methods and retrieved 186 effective questionnaire s from employees and managers working in Taiwan and China enterprises. In this study, SPSS was used as the statistical analysis tool and the following analyses were performed over the sample data: reliability analysis, validity analysis, descriptive statistics, T-test, one-way ANOVA and stepwise regression analysis. Because of the low reliability result of MBTI questionnaire, this study adopted birthplace as the personal variable as form the final research structure. The main findings of this study are as follows: 1. Uncontrollable external environmental factors influence the Origaniztional Commitment of Mainland China Employees more than Taiwanese Employees. 2. Leadership Style, Job Characteristics and Organization Culture have significant differences on Person-Environment Fit. 3. Leadership Style, Job Characteristics and Organization Culture have significant differences on Organization Commitment. 4. High Person-Environment Fit leads to high Organization Commitment. 5. Compensation and Training are the most popular factors to improve the Organization Commitment of employees. 6. Bureaucratic Culture could improve the Value Commitment of Taiwanese employees. 7. Transformational Leadership leads to lower Effort Commitment of Mainland Chinese employees. 8. The Job Characteristics of Motivating Potential leads to lower Organization Commitment of Mainland Chinese employees. 9. Transactional Leadership leads to lower Retention Commitment of Taiwanese employees.

Based on the above findings, this study provides below suggestions to top managers of enterprises in China and Taiwan: 1. High Turnover Rate is normal in Mainland China. Focus more resources on high potential and high commitment employees but not most employees. 2. Establish a quick-response and reasonable system for performance evaluation and reward. 3. Provide complete and effective job training to specific employees 4. Maintain an organizational culture with both creativity and stability. 5. Maintain a leadership style with both Charismatic- Consideration and Reward-Control. 6. Do not just adopt Reward-Control system and Standard- Operating-Procedure to manage Mainland Chinese employees. 7. Regularly perform employee questionnaire survey to find out factors to improve or keep organization commitment of employees. Key Words: Personal Traits, Leadership Style, Job Characteristics, Organization Culture, Person-Environment Fit and Organization Commitment.