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Title:	我國地方政府人事人員領導型態與工作滿足感之研究 A study of leadership patterns and job satisfaction for the personnel staffs of local government in R.O.C
Authors:	郭明德
Contributors:	孫本初郭明德
Date:	2001
Issue Date:	2009-09-18 17:32:05 (UTC+8)
Abstract:	地方政府人事人員職司各地方機關、學校之人事業務，其功能能否發揮，攸關地方政府部門人力資源之有效運用及行政效能之提升。本研究旨在探討我國地政府人事人員工作滿足感情況，及個人屬性特徵、機關屬性、領導型態對工作滿足感的影響，並根據研究結果，提出建議，供有關機關參考。本研究所需資料，係以台北縣、台中市、嘉義市政府人事室所屬人事人員為對象，進行問卷調查。問卷內容係對樣本個人屬性特徵、機關屬性及領導型態進行探討，並以「領導行為量表」及「工作滿足量表」作為研究工具，輔以統計分析技術，如次數分配、百分比、t檢定、皮爾遜積差相關、單因子變異數分析等統計方法作資料處理與分析。由本研究獲得以下發現：一、人事人員在各個工作滿足構面中，以對工作伙伴的滿足感最高，而以對陞遷的滿足感最低。以滿足程度而言，對工作伙伴、上司的滿足感為「高」度，對薪資福利、工作本身、陞遷的滿足感為「中」度，整體工作滿足感亦為「中」度。二、個人屬性特徵與工作滿足感之關係：（一）不同婚姻的人事人員，在工作本身滿足橋面上有顯著的差異存在。（二）不同婚姻、教育程度、職住及官職等的人事人員，在薪資福利滿足構面上有顯著的差異存在。（三）不同教育程度的人事人員，在陞遷滿足構面上有顯著的差異存在。（四）不同職位的人事人員，在工作伙伴滿足構面上有顯著的差異存在。（五）不同教育程度的人事人員，在整體滿足構面上有顯著的差異存在。三、機關屬性與工作滿足感之關係：（一）人事人員服務機關層級的不同，其在工作本身、上司及整體三個滿足構面上，有顯著差異的存在。（二）人事人員服務機關所在地理區域的不同，其對上司滿足此構面上，有顯著差異的存在。四、領導型態與工作滿足感之關係：（一）不同領導型態之下的人事人員，其在工作本身、陞遷、上司、工作伙伴、整體等滿足橋面上有顯著的差異存在。（二）綜合言之，在「高體諒高體制」領導型態下，人事人員之工作滿足感較高。根據研究發現，提出建議如下：一、對人事主管機關的建議（一）落實公平、公正、公開的陞遷制度（二）加強中央與地方人事人員之交流（三）提高地方人事人員之職務列等（四）酌予增加業務繁重之人事機構的員額（五）加強辦理初任基層人事主管之專業訓練二、對人事人員服務機關之長官的建議（一）多採用高體諒高體制的領導型態（二）多給予人事人員關懷及支持三、對後續研究者的建議（一）研究變項方面影響工作滿足感的因素很多，後續研究者可就其他變項中，選取適合研究之主題，更深入的探討其與工作滿足感之間的關係。（二）研究對象方面後續研究者可擴及至中央政府之人事人員，乃至民問企業之人事人員，以進行不同層級、性質單住間人事人員工作滿足感之研究。 Local government personnel administer personnel affairs in local agencies and schools, the function concerns human resource of local government effective performance and enhancement of administrative efficiency. This study aims to review job satisfaction of local government personnel and influences of personal attributes, organizational attributes and leadership patterns toward job satisfaction, and to put forward suggestions for related agencies reference according to study result. The required data in this study targets personnel staffs in Taipei County, Taichung City and ChiaYi City government personnel office to answer questionnaire. The questionnaire is reviewed in terms of personal attributes, organizational attributes and leadership patterns and it takes“leader behavior scale”and“job satisfaction scale”as research tools, data processes and analyzes with statistical analysis technique such as frequency distribution, percentage, t-test, Pearson product-moment correlation, One-way ANOVA. This study results in following conclusions: 1.Personnel have the highest satisfaction for colleagues, and the lowest satisfaction for promotion in all job satisfaction dimensions. As for satisfaction level, the satisfaction for colleagues and superiors is“high”, and“intermediate”for wage and welfare, job and promotion, whole job satisfaction is“intermediate”as well. 2.The correlation between personal attributes and job satisfaction: (1)There is distinct difference in job satisfaction dimension for personnel with different marital status. (2)There is distinct difference in wage and welfare satisfaction dimension for personnel with different marital status, education background, position and grade. (3)There is distinct difference in promotion satisfaction dimension for personnel with different education background. (4)There is distinct difference in colleague satisfaction dimension for personnel with different position. (5)There is distinct difference in whole satisfaction dimension for personnel with different education background. 3.The correlation between organizational attributes and job satisfaction: (1)There are distinct differences in job, superior and the whole satisfaction dimensions for personnel according to their hierarchy. (2)There is distinct differences in superior satisfaction dimension for personnel according to their organization`s geographic location. 4.The correlation between leadership patterns and job satisfaction: (1)There are distinct differences in job, promotion, superior, colleague and the whole satisfaction dimensions for personnel under different leadership patterns. (2)In general, personnel have higher job satisfaction under“high- consideration and high-initiating-structure”leadership pattern. According to the study, the suggestions are as below: 1.Suggestions to Personnel Executive Agency (1)Carry out fair, righteous and open promotion system. (2)Reinforce central and local personnel`s exchange. (3)Enhance local personnel`s grading of position. (4)Increase deliberately employees in loaded personnel agency. (5)Provide new basic personnel executives with professional training. 2.Suggestions to Personnel Agency`s Superiors (1)Adopt“high-consideration and high-initiating-structure”leadership pattern. (2)Care and support personnel. 3.Suggestions to Ensuing Researchers (1)Research Variables There are many factors affecting job satisfaction, ensuing researchers could select suitable subject to examine deeply the correlation with job satisfaction regarding other variables. (2)Research Object Ensuing researchers could expand to central government personnel, even to private enterprise personnel to carry out the research in terms of job satisfaction between the personnel in different level and organization.
Description:	碩士國立政治大學行政管理碩士學程 90
Source URI:	http://thesis.lib.nccu.edu.tw/record/#G91NCCU2422012
Data Type:	thesis
Appears in Collections:	[Master for Eminent Public Administrators] Theses

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