趙義隆臺灣大學：國際企業學研究所王伯松Wang, Bor-SongBor-SongWang2007-11-282018-06-292007-11-282018-06-292007http://ntur.lib.ntu.edu.tw//handle/246246/60223不論相較於亞太地區或全球市場，大中華區﹝包括中國大陸、台灣、香港﹞都正處於高成長的時期在面臨成長與競爭的壓力下許多組織必須落實組織變革及吸引與留置具高承諾度的關鍵人才，才能使組織具備持續的競爭優勢，而在高績效表現的組織 堙A有效能的領導者能夠在『設定組織方向』、『吸引及留置人才』與『管理變革』上扮演關鍵角色以促使組織成功。依據惠悅企管顧問公司的調查顯示，高承諾度的員工相較於不具備高承諾度的員工可以為公司創造六倍的財務營收，因此組織如何能夠掌握提升員工承諾度的關鍵驅動因素，並找出領導效能與其之關係，進而建立組織的領導者發展制度，將是處在大中華區的公司所面臨的主要議題。 依據WorkGreaterChina的員工態度調查的結果顯示，員工承諾度的關鍵驅動因素在兩岸三地各有不同： - 中國大陸：溝通、工作滿意度、領導效能、團隊合作、工作環境 - 台灣：工作滿意度、領導效能、溝通、薪資福利 - 香港：工作滿意度、領導效能、溝通、薪資福利 其中領導效能是在大中華區共通的關鍵驅動因素。員工期待領導者提供清楚的方向以使員工的績效標準能與公司的策略目標連結；領導者能夠體現公司的價值觀，並身體力行以獲取員工的信任；領導者能夠及時做決定，並能夠有效能地管理變革；領導者能夠吸引、留置與激勵關鍵人才；領導者不但能夠績效優異的人才，也有能力處理績效欠佳的員工。 因此建立高效能的領導者發展制度以吸引、留置與發展高效能領導者具備領導變革、落實成果與激勵員工的領導職能，成為在大中華區的公司的重要課題。面對激烈的人才競爭市場，建議組織需採取的領導者留任規劃為： - 具競爭力的獎酬，包含固定與變動薪酬 - 連結營運發展計畫的領導者招募計畫 - 將學習與發展機會視為人才留任的工具 - 提供具挑戰性的工作及額外的機會，以伸展領導者的潛能並加速成長 - 高階領導團隊必須扮演領導者的典範，並負起領導者發展規劃的責任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口試委員會審定書 i Acknowledgements ii Thesis Abstract iii 中文摘要 v Table of Contents vi Table of Figures viii Chapter 1 Introduction 1 1.1 New Employment Deal 1 1.2 Employee Commitment is a Key to Organization Success 1 1.3 High Employment Commitment Creates High Financial Return 3 1.4 The Importance of Leadership Effectiveness in High Performing Organizations 4 1.5 Leadership Effectiveness and Employee Commitment in the Greater China Region 5 1.6 Research Objectives 6 1.7 Organization of Research 7 Chapter 2 Literature Review of Leadership and Commitment 9 2.1 Effective Leadership 9 2.2 Employee Behavior 12 2.3 Job Satisfaction 14 2.4 Organizational Commitment 16 2.5 Previous Findings of Employee Attitudes and Organization Commitment in Greater China 19 Chapter 3 Research Methodology 21 3.1 Watson Wyatt’s WorkGreaterChina Study in 2005/2006 22 3.2 Framework of WorkGreaterChina Survey 24 3.3 Approach of WorkGreaterChina survey participants 25 3.4 WorkGreaterChina Survey Questionnaire Design 26 3.5 Indices for Increasing Shareholder Returns 27 3.6 Analysis of WorkGreaterChina Survey Results 28 3.7 Limitation of the WorkGreaterChina Survey Results for Interpretation 29 Chapter 4 Research Findings 32 4.1 The Comparisons of Employee Attitudes across Greater China and Asia Pacific 32 4.2 Market Differences Make Employee Attitudes Different Across Greater China Region 34 4.3 Key Findings of Employee Commitment and Leadership Effectiveness in Greater China 40 4.4 Five Key Drivers of Employee Commitment in China 52 4.5 Key Findings of Employee Attitudes on Organization’s Human Resources Practices in China 54 4.6 Findings of Chinese Employees’ Perception of Leadership Effectiveness 56 4.7 Implication of Leadership and Management Effectiveness in China 57 4.8 Key Drivers of Employee Commitment in Hong Kong 58 4.9 Key Findings of Employee Attitudes on Organization’s Human Resources Practices in Hong Kong 61 4.10 Findings of Hong Kong Employees’ Perception of Leadership Effectiveness 62 4.11 Implications of Leadership and Management Effectiveness in Hong Kong 64 4.12 Key Drivers of Employee Commitment in Taiwan 65 4.13 Key Findings of Employee Attitudes on Organization’s Human Resources Practices in Taiwan 67 4.14 Findings of Taiwanese Employees’ Perception of Leadership Effectiveness 68 4.15 Implications of Leadership and Management Effectiveness in Taiwan 70 Chapter 5 Conclusions and Implication 72 5.1 Conclusions of Leadership Effectiveness and Employee Commitment in China 72 5.2 Conclusions of Leadership Effectiveness and Employee Commitment in Hong Kong 73 5.3 Conclusions of Leadership Effectiveness and Employee Commitment in Taiwan 75 5.4 Implications for Developing Leadership in the Greater China Region 77 5.5 Suggested Leadership Competency Model in Greater China 82 5.6 Suggested Leadership Retention Practices in Greater China 83 References 87 作者簡歷 904522639 bytesapplication/pdfen-US領導者領導效能領導發展員工承諾度工作滿意度溝通大中華區LeadershipLeadership EffectivenessLeadership DevelopmentEmployee CommitmentJob SatisfactionCommunicationGreater Chinathesishttp://ntur.lib.ntu.edu.tw/bitstream/246246/60223/1/ntu-96-P93746014-1.pdf