Please use this identifier to cite or link to this item: http://rportal.lib.ntnu.edu.tw:80/handle/20.500.12235/96415
Title: 主管與員工工作價值觀差異形成因素之研究
A Study on the Formation of Differences in Work Values between Managers and Employees
Authors: 林弘昌
Lin, Hung-Chang
王玉璿
Wang, Yu-Hsuan
Keywords: 工作價值觀
主管
員工
Work value
Manager
Employee
Issue Date: 2017
Abstract: 現今職場中,許多主管感嘆員工流動率高,而員工也感嘆主管不了解自己,這些都是由於主管與員工工作價值觀的不同所造成的,而過去有研究認為工作價值觀的形成是重要的,有助於了解工作價值觀。本研究的研究目的有三:(1)探討主管與員工工作價值觀是如何形成的,(2)了解主管與員工在工作價值觀的現況與具體不同之處,(3)了解主管與員工對於彼此工作價值觀的看法與期待。本研究利用半結構訪談法進行質性研究,研究過程中訪談了台灣一家大型民營運輸公司的四位中階主管、四位員工,以了解主管與員工的工作價值觀為何、兩者的差異以及形成的過程,並輔以其他單位的三位高階主管的訪談,以更深入了解職務高低對於工作價值觀是否有影響。本研究發現:(1)主管的工作價值觀形成可能受婚姻家庭及公司組織文化的影響;(2)員工的工作價值觀的形成主要受學生時期打工、社團和家庭的影響;(3)主管與員工看待工作的角度和工作上所追求的目標不同;(4)員工認為自己十分積極,期待工作中的自我實現;(5)主管對於員工主要的看法是員工不重視職場倫理,期待他們多主動:(6)主管與員工皆受到職場榜樣的影響。最後本研究根據以上研究發現提出相關建議作為將來企業人力資源管理參考。
Nowadays, many managers think that employee’s turnover rate is too high. However employees also think managers don't understand them. This study has three purposes: (1)Explore how the employees and managers’ work values are formed, (2)Understand the differences between managers and employees’ work values, and (3)Understand the views and expectations of employees and managers on their work values. To achieve the above purposes, the study applied the interview outline and semi-structured interview method for the research. The research targets included four employees and four middle managers from a large private transport company in Taiwan. The study also performed in-depth interviews with three senior managers to understand whether job level has impact on work value. The study found that: (1)The formation of the managers work value may be influenced by marriage and corporate culture, (2)The formation of employees’ work value is mainly influenced by part time jobs they had in the past, their experiences in extracurricular activities as well as their family, (3)Managers and employees have different angles and different goals when they look at work, (4)Employees think they are very active and work hard for self-actualization, (5)Managers think that employees do not value much workplace ethics and expect employees to take more initiative, and (6)Managers and employees are affected by the examples in the workplace. Finally, according to the above research findings, the study proposes recommendations for corporate human resources management.
URI: http://etds.lib.ntnu.edu.tw/cgi-bin/gs32/gsweb.cgi?o=dstdcdr&s=%22http://etds.lib.ntnu.edu.tw/cgi-bin/gs32/gsweb.cgi?o=dstdcdr&s=id=%22G060471032H%22.&%22.id.&
http://rportal.lib.ntnu.edu.tw:80/handle/20.500.12235/96415
Other Identifiers: G060471032H
Appears in Collections:學位論文

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