異文化管理對領導型態與工作績效之干擾－以多國籍壽險業為實證研究

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Please use this identifier to cite or link to this item: https://irlib.pccu.edu.tw/handle/987654321/26559

Title:	異文化管理對領導型態與工作績效之干擾－以多國籍壽險業為實證研究 The Moderating Effect of Cross-Culture Management on the Relationship between Leadership Style and Work Performance-An Analysis of MNC Insurance Industry
Authors:	許琬娸
Contributors:	國際企業管理學系
Keywords:	領導型態異文化管理工作績效 leadership style cross-cultural management job performance
Date:	2013
Issue Date:	2014-01-22 09:37:54 (UTC+8)
Abstract:	組織應致力於提升業務員之績效能力才能相隨地提高組織的獲利能力及達成目標。而唯有透過主管領導型態，對員工關心、照顧與尊重，才能有效激發員工在工作上展現出高績效。為了順應全球化之快速發展及自由化的趨勢，企業為了快速進入海外市場，在考量風險、管理等因素時，異文化管理確實扮演相當重要的基礎。因此，本研究探討領導型態與員工工作績效之關係與異文化管理對領導型態與工作績效關係之干擾影響。本研究採立意抽樣(purposive sampling)方式篩選出調查研究對象，調查問卷共計發放600份，回收526份，有效問卷348份，有效回收率為58%。研究結果顯示，轉換型領導與工作績效呈顯著正相關，轉換型領導程度越高，則年度保費收入、年度佣金收入與年度承攬件數越高；交易型領導與工作績效呈顯著負相關，交易型領導程度越高，則年度保費收入與年度承攬件數越低。異文化管理對轉換型領導與年度保費收入、年度佣金收入、年度承攬件數之正向關係具增強干擾效果；異文化管理對交易型領導與年度佣金收入呈負相關產生減弱干擾效果。最後，針對管理實務及後續研究提出建議。 Intending to improve the profitability and fulfill the operational goals accordingly, organizations have a paramount need to strengthen job performance competitiveness of sales. And, that the appropriate selection of leadership style, which cares, looks after and respects the employees, is highly possible to motivate employees producing better job performances. The goals of this research is to study the correlation between leader-ship style and job performance and then how the cross-cultural management interfere this specific correlation. The researcher implies purposive sampling approach to screen our subjects; about questionnaires, 600 copies were released, among them 526 copies recovered and 348 copies effective, the recovery rate is 58%. Our research findings are listed in the following: transformational leadership sig-nificantly and positively correlates with the job performance, the higher the transfor-mational leadership the better the annual premium income, the annual commission in-come and the annual contract number; transactional leadership negatively correlates with job performance, the higher the transactional leadership the lower the annual pre-mium income and the annual contract number; the cross-cultural management inten-sively interfere the positive relationships between transformational leadership and the annual premium income, the annual commission income and the annual contract number, and the cross-cultural management weakly interfere the negative relationships between transactional leadership and the annual premium income. At last, we formulate certain suggestions for the management practices and those further researches.
Appears in Collections:	[Department of Business Administration & Graduate Institute of International Business Administration ] Thesis

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