轉換型領導、組織文化、工作滿意度對離職傾向之關係研究—以乾杯集團為例

Abstract

根據經濟部統計處指出，2016 年臺灣餐飲業全年度營業額為 4,394 億元，年增率為3.6%，近 10 年的角度來看飲業額一直提高。2017 年臺灣連鎖店年鑑協會統計出，服務年資平均為只有 2.4 年、未滿一年離開公司比例為 42.3%。 本研究主要在瞭解乾杯集團員工之人口背景變項、轉換型領導、組織文化、工作滿意度以及離職傾向之現況。進而探討不同背景變項與轉換型領導、組織文化、工作滿意度、離職傾向之影響以及各變項之影響如何。透過立意抽樣方式，調查於 2018 年 5 月 7 日至 6 月 10 日在店裡上班的員工進行有效回收 290 份。採用 SPSS 23.0 軟體，研究方法為項目分析、因素分析、描述性統計分析、獨立樣本 t 檢定、單因子變異數分析、典型相關分析、一般多元迴歸分析等統計方法進行資料處理及分析。 本研究主要結論如下: 一、「20-24 歲」、「私立日間部的大專學生」、「在學中的工讀生」、「月收入 1 萬- 2 萬」、「服務年資半年- 1 年」之員工最多。二、轉換型領導與組織文化間呈顯著正相關。三、轉換型領導與工作滿意度間呈顯著正相關。四、轉換型領導與離職傾向間呈顯著正相關。五、組織文化與工作滿意度間呈顯著正相關。六、組織文化與離職傾向間呈顯著正相關。七、工作滿意度與離職傾向間呈顯著正相關。 本研究依據結論提出建議與探討，可提供對餐飲業人才管理策略參考以及未來相關研究方向。In 2016, according to the ministry of economic affairs in Taiwan, the restaurant industry has a turnover of 439 million for the whole year and annual grouth rate has 3.6%. In the past ten years, the turnover has been increasing. According to the yearbook of Taiwan chain stores in 2017, average service years have 2.4 years, turnover rate of less than one year has 42.3%. This study is to understand the demographic context variables for the employees of KANPAI CO., LTD., transformational leadership, organizational culture, job sasitfaction and turnover intention. The research uses Purposive Sampling methods with the use of questionnaire. Questionnaire were distributed form May 7 to June 10 in 2018 and the final sample is comprised of 290 valid questionnaires. The reseach methods were project analysis, factor analysis, descriptive stasistics, independent sample analysis t-test, one-way ANOVA, canonical correlation analysis, multiple linear regression analysis and based on SPSS 23.0 were used. The results of the research showed as following: 1. Most of the employees in Kanpai group were 20-24 ages, daytime studens of private universities¸ part time jobs for students, NTD10,000-NTD20,000 in monthly income and a harf year to one-year seniority. 2. Transfomational readership didn’t have a correlation with oraganizational culture. 3. Transformational leadership had a positive correlation with job satisfaction. 4. Transformational leadership had a positive correlation with turnover intention. 5. Organizational culture had a positive correlation with job satisfaction. 6. Organizational culture had a positive correlation with turnover intention. 7. Job satisfaction had a positive correlation with turnover intention. This study came up with suggestions based on the results, and can be used as a reference in management of human resouses in restaurant industries and as an academic reference of the related research in the future.