Research of How Leadership Effectiveness Affects Employee Commitment in the Greater China Region (Taiwan, China, Hong Kong)
Date Issued
2007
Date
2007
Author(s)
Wang, Bor-Song
DOI
en-US
Abstract
Greater China (China, Taiwan, and Hong Kong) is the fast growing area in the Asia Pacific region as well as in the world. The companies in the Greater China region are facing the pressure of growing and competition in one way, and the fierce of war of talent in the other way. Under the pressure of growing and competition, many companies need to transform the organization to be more competitive. Under the pressure of the war of talent, organizations need to do a good job at attracting and retaining committed employees. According a survey from Watson Wyatt, organizations have high commitment employees will create financial returns for the organization six times higher than those who do not. In a high performing organization, the effective leaders will be able to play the role of setting directions of the organization, attracting and retaining people, and managing changes to make the organization success. Therefore, it becomes important that the organization to identify what are the key drivers and if the leadership is one of them in increasing employee commitment for the organizations in the Greater China region.
In order to evaluate the key drivers of employee commitment and how effective leadership affect the commitment of employees, WorkGreaterChina, an employee attitude survey conducted by Watson Wyatt in Greater China (mainland China, Taiwan, Hong Kong), is applied in this research. According to the survey results from WorkGreaterChina, there are different key drivers of employee commitment in the three countries across the Greater China region:
- Mainland China: Communication, Job satisfaction, Leadership, Teamwork, Work Environment.
- Taiwan: Job Satisfaction, Leadership, Communication, Compensation and Benefits.
- Hong Kong: Job satisfaction, Leadership, Communication, Compensation and Benefit.
Leadership effectiveness is one of the common key drivers of employee commitment in the Greater China region, according to the survey. Employees expect leaders to provide a clear line of sight for the alignment of company’s directions and employees’ performance standards. Employees expect leaders behave consistently with company’s values and walk the talk to gain the trust from employees. Employees expect leaders be able to make decisions timely and manage changes effectively. Employees also want leaders to do a good job at attracting, retaining, and motivating people. Employees also expect leaders not only be able to manage good performers but also people who’s performance lagged.
Therefore, an effective leadership development program will be very important for the organizations in the Greater China region to attract, retain, and develop effective leadership by adapting a leadership competency model with the dimensions of “Leading Change”, Delivering Results”, and “Energizing People”, according the research from Watson Wyatt. In the fierce of war of talent in the Greater China region, an effective leader retention plan is also very important for organizations to maintain sufficient talent tool for future development. The suggestions of leadership retention programs include
- offering right compensation package of guaranteed cash and variable pays
- hiring for growth by linking the recruitment program with business development plan
- providing learning and development opportunities as a retention tool to support leader’s career development in the organization
- offering challengeable jobs and providing extra channels to stretch leaders’ potential and speed up their growth
- senior executive team must play a role model for leaders and responsible for the leadership development program
Subjects
領導者
領導效能
領導發展
員工承諾度
工作滿意度
溝通
Leadership
Leadership Effectiveness
Leadership Development
Employee Commitment
Job Satisfaction
Communication
Greater China
Type
thesis
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