Title: 員工個人屬性與工作特性之滿意度及中階主管配適管理才能之關聯性研究-以台電公司總管理處員工為例
Research on the Relativity between Employee Attribute, Satisfaction Rate of Job Characteristics, and the Suitability of Management Ability of Middle-Level Managers – Staffs of the Administrative Department of Taiwan Power Company as Example
Authors: 呂華棣
Hwa-Dih Lu
Jaw-Ming Chen
Keywords: 工作特性;中階主管;管理才能;job characteristic;middle-level manager;management ability
Issue Date: 2000
Abstract: 本研究係以工作特性量表(Job Characteristics Inventory , JCI)及林炳承所撰「台灣地區企業管理人員之管理才能研究」之專家諮詢問卷為藍本,自編問卷為調查工具,針對台電公司總管理處員工為調查對象,一方面探討台電總管理處員工對工作特性之滿意度,提供管理者激勵員工的參考,另一方面探討員工個人屬性對中階主管配適管理才能的相關性,以瞭解台電公司總管理處中階主管配適之管理才能,提供管理者在管理上及中階主管管理才能發展上之參考。 根據535份有效問卷(有效回收率75.8﹪),經統計分析發現: 1.台電總管理處員工對工作特性之滿意度尚稱良好,僅回饋性相較於其他工作特性因素之滿意度有較低之現象。 2.不同年齡、工作年資、教育程度、員工類別之員工之工作特性滿意度無顯著差異。 3.不同性別員工在工作特性的「變化性」、「自主性」、「完整性」、「回饋性」核心工作構面上及「友誼性」上有顯著差異,男性之滿意度皆顯著高於女性;不同職等員工在工作特性的「變化性」上有顯著差異,台電總處之低職等員工的工作變化性不如高職等者。 顯示台電有必要針對女性員工及低職等員工實施工作再設計,增進工作特性激勵潛能之必要。 4.台電總處員工認為中階主管應該具備之管理才能在技術性能力、人際關係能力、概念化能力上評定頃向非常重要或重要,就配適管理才能而言皆為重要性的管理才能。 5.不同性別、年齡、工作年資、員工類別、職等之員工評定之中階主管管理才能無顯著差異。 6.不同教育程度評定之中階主管管理才能有顯著差異,教育程度為研究所以上者較高中及以下者,對於「技術性能力」、「概念性能力」兩構面之重要性有較高之評定標準,而「人際關係能力」則無顯著差異。 最後根據研究發現與結論,對企業管理實務方面提出相關建議,以供經營管理者在員工激勵上及規畫中階主管人員管理才能發展上之參考。
This research uses professional inquiry questionnaires such as Job Characteristics Inventory (JCI) and “An Analysis on Competencies for Managers (in Taiwan)” by Mr. Lin Ping-Cheng as blueprint for the self-made research questionnaire, to conduct studies targeting administrative department staffs of Taiwan Power Company (Taipower). One part of the study explores the degree of satisfaction employees of the administrative department have toward their job characteristics, as reference for management to provide employees with incentives; and another aspect is to examine the relativity between employee attributes and middle-level managerial leadership, in order to understand the suitability of management abilities for those middle-level managers in the administrative department of Taipower, as reference for management to use in regards of company operation, as well as a tool inspiring management skills from middle-level managers. The statistical analysis based on 535 effective questionnaires (75.8% effective rate of return) found: 1.The satisfaction rate on job characteristics by employees of Taipower administrative department to be adequate; only job feedback displayed a slightly less rate of satisfaction compared with other job characteristics. 2.No significant rate of satisfaction on job characteristics discernable by employees of different age, seniority, education level, or category. 3.Notable differences existed amongst employees of different gender in respect to core job dimension in job characteristics such as “variety”, “autonomy”, “ task identity ”, “feedback” and “friendship opportunities ”; male staffs showed a higher level of satisfaction than females. Different levels of employee demonstrated notable differences over the “variety” of job characteristics; low-level employees at Taipower administrative department had a lower degree of job variety compared to those of higher positions. The result indicated the necessity for Taipower to redesign job specification incentives in order to stimulate female and lower-level employee potentials in respect to job characteristics. 4.Taipower employees in the administrative department ranked very important or important in the assessment believing middle-level managers should be equipped with management skills in abilities such as technical, human, and conceptual. The afore-mentioned are important management skills in respect to the suitability of management skills. 5.No discernable differences from employees of different gender, age, seniority, employee category, or position ranking, in regards to the assessment of management skills of middle-level managers were noted. 6.Notable differences existed amongst different educational levels in their assessments of the management abilities of middle-level managers; employees of graduate school and above had a higher assessment standard over the importance of “technical skill” and “conceptual skill”, but not much over “human skill”, however. Last, related suggestions based on the findings and conclusions of this research were raised for use against corporate management practicalities, as well as served as developmental reference applicable by the management for employee incentives and the planning of management ability of middle-level managers.
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