主管領導風格、員工工作滿意度與留任意願的相關研究-以某食品公司為例

Abstract

食品製造業受到新近餐飲巿場變化的影響，人才的留任儼然成為業界維持競爭力的重要課題；而個案公司業務人員離職率持續攀升，已直接影響到公司的銷售業績。為了保有食品製造業的競爭優勢，公司該有效透過領導者的領導行為，並且提高員工工作滿意度，以留住公司重要人才。研究者著眼於欲解決個案公司人員流動問題，透過本研究了解主管領導風格及員工工作滿意度與員工留任意願的相關性。以個案公司之基層業務人員為研究對象，進行問卷調查，再經由相關及迴歸統計方法進行分析。本研究共發出250份問卷，回收有效問卷為205份，結果發現：(1)關懷型領導及倡導型領導兩者與員工工作滿意度之間皆有顯著正相關；(2)關懷型領導及倡導型領導兩者與員工的留任意願之間皆有顯著正相關；(3)內在滿意、外在滿意及一般滿意三者與員工的留任意願之間皆有顯著正相關；(4)關懷型領導可預測員工的留任意願及員工工作滿意度；(5)外在滿意較內在滿意及一般滿意可預測員工的留任意願；(6)員工工作滿意度較主管領導風格可預測員工的留任意願。由以上研究結果可得知，若員工得到較多的外在滿意以及主管運用較多的關懷型領導，可提高員工留任意願的預測力。

The food manufacturing industry is affected by the recent changes in the food and beverage market. Employee retention has become an important issue to remain competitiveness in this industry. The employee turnover rate continues to rise in the case company of this study, and it has apparently influenced the company’s sales performance. In order to maintain a competitive advantage in the food manufacturing industry, the company has to effectively conduct supervisors’ leadership to increase employee job satisfaction and retention rate. The researcher intends to help solve the company’s problem of too high employee turnover rate. Thus, the purpose of this survey study was to explore relationships between supervisor’s leadership style, employee job satisfaction, and employee’s willingness to retain. The survey subject of this study was sales representatives in the case company. 250 questionnaires were sent out and 205 valid ones were obtained. The data collected were analyzed by means of statistical methods such as correlation and regression. Consequently, the following findings are obtained: (1) Significant positive correlation exists between supervisors’ consideration as well as initiating structure leadership and employee job satisfaction. (2) Significant positive correlation exists between supervisors’ consideration as well as initiating structure leadership and employee’s willingness to retain. (3) Significant positive correlation exists between employee’s intrinsic, extrinsic the intrinsic and general satisfaction on job and willingness to retain. (4) Supervisor’s extent of consideration leadership can be used to predict employee’s willingness to retain and job satisfaction. (5) Employee’s job satisfaction has higher power than intrinsic satisfaction and general satisfaction to predict employee’s willingness to retain. (6) Employee’s job satisfaction higher power than supervisor’s leadership styles higher power than. The following conclusion can be drawn from the above findings: In the case company, employee’s willingness to retain may increase if employees obtain better job external satisfaction and more supervisor’s consideration leadership.