主管領導風格對員工安靜離職之探討－以員工忠誠度為干擾變數

文化大學機構典藏 CCUR > 商學院 > 企業管理學系暨國際企業管理研究所 > 博碩士論文 > Item 987654321/53893

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題名:	主管領導風格對員工安靜離職之探討－以員工忠誠度為干擾變數 A Study on Leadership Style and Quiet Quitting - Employee Loyalty as a Moderator
作者:	陳維君 CHEN, WEII-CHUN
貢獻者:	國際企業管理學系碩士在職專班
關鍵詞:	領導風格安靜離職員工忠誠度 leadership style quiet quitting employee loyalty
日期:	2025
上傳時間:	2025-02-24 14:01:44 (UTC+8)
摘要:	身處多變、高度不確定性及複雜的環境下每個人面對不同的職業生涯挑戰，對管理者而言，管理難度倍增，不僅考驗主管的智慧，同時也考驗員工對組織的忠誠度，安靜離職成了職場中的熱門話題，員工在工作中只願意表現出最低限度的投入與承諾，而這會嚴重影響組織的長遠發展。本研究探討主管領導風格與員工安靜離職的關係，以及員工忠誠度對主管領導風格與員工安靜離職之干擾效果，透過網路問卷，調查涵蓋不同企業的管理層與基層員工，確保數據具有全面性與代表性，問卷採用李克特五點量表，選擇最符合的選項，來測量變數的影響。研究結果顯示當員工的忠誠度提升時，會對安靜離職行為產生干擾效果。也就是說，當員工感受到主管領導風格的合理性和公平性時，這種正向的感受能強化他們對主管的認同，並增強對組織的歸屬感，從而減少安靜離職行為的發生。企業若能提升員工對主管領導風格的認同，將有利組織人員的穩定度。但企業經營者可能無法全面改變每位主管的領導風格，因此可以透過形塑企業文化、安排培訓課程來增強主管領導員工的職能。在青銀共處的職場環境中，企業在不改變既有制度的情況下，仍能以細緻的管理提升職場倫理，並增強員工忠誠度，達成雙方共好，這將是員工和組織皆樂於見到的結果。 ABSTRACT In an ever-changing, highly uncertain, and complex environment, individuals face diverse career challenges. For managers, these conditions significantly in-crease the difficulty of management, testing not only their wisdom but also em-ployees' loyalty to the organization. "Quiet Quitting" has become a trending topic in the workplace, where employees are only willing to exhibit the minimum level of engagement and commitment in their work, which can seriously impact the long-term development of organizations. This study investigates the relationship between managerial leadership styles and employee quiet quitting, as well as the moderating effect of employee loyalty on this relationship. Data were collected through an online survey involving both management and frontline employees from various organizations to ensure com-prehensiveness and representativeness. The survey utilized a Likert five-point scale, with respondents selecting the most appropriate options to measure the influence of the variables. The findings indicate that increased employee loyalty has a moder-ating effect on quiet quitting behaviors. In other words, when employees perceive their manager's leadership style as reasonable and fair, such positive perceptions enhance their identification with the manager, strengthen their sense of belonging to the organization, and consequently reduce the occurrence of quiet quitting be-haviors. If organizations can enhance employees' recognition of their manager's lead-ership style, it will contribute to greater workforce stability. However, business leaders may not be able to completely change every manager's leadership style. In-stead, they can focus on shaping corporate culture and organizing training pro-grams to improve managers' leadership competencies. In a workplace where dif-ferent generations coexist, organizations can enhance workplace ethics and strengthen employee loyalty through meticulous management, even without alter-ing existing systems. This approach fosters mutual benefits, creating outcomes that both employees and the organization are happy to achieve.
顯示於類別:	[企業管理學系暨國際企業管理研究所] 博碩士論文

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