Abstract
Human resources have always been recognized as an important factor in determining the core competitiveness of a business. Business groups with a large organization have the relative advantage of flexibility in human resources utilization. As a result, personnel transfer among member companies within a group has become a normal behavior. In this research, we try to identify the key factors influencing the adaptive performance of employees after such inter-company job transfer, focusing on the pressures faced by the transferees and their career potential; i.e., whether the achievement motivation and role stress of transferees will influence their adaptive performance to the job after the inter-company job transfer, Also, understanding that the Perceived organization supporting by transferees may vary when different human resources approaches are adopted, we will also probe whether the Perceived organization supporting is a moderating factor on the adaptive performance of transferees.
The targets of this research are employees of business groups in Taiwan who have experienced inter-company job transfer. A total of 406 questionnaires were distributed and 174 valid questionnaires were collected (The adaptive performance of the employee was assessed by their direct supervisors). Diversified statistical analysis has been conducted, including gap, correlation, regression and multiple regression analysis. The following specific results have been achieved:
1. The employment status of the employee after the transfer, as well as the terms and conditions for the transfer, both lead to different results in various aspects of the research:
i. Employees transferred to work at the head office have obtained higher scores in various aspects relating to adaptive performance.
ii. Employees offered less favorable conditions for the transfer normally have a higher score in the perception of role ambiguity.
iii. Employees offered more favorable conditions for transfer normally have a higher score in terms of the Perceived organization supporting.
2. Achievement motivation shows a negative influence rather than a positive influence on the adaptive performance of the transferees.
3. role stress has no impact on the adaptability of the transferees.
4. Perceived organization supporting shows no significant moderating effect in this research.
| Identifer | oai:union.ndltd.org:NSYSU/oai:NSYSU:etd-0210109-110900 |
| Date | 10 February 2009 |
| Creators | Hsiao, Chin-En |
| Contributors | SHI-ZHE CHEN, LIANG-ZHI HUANG, Jin-Feng Uen, Cheng-Chen Lin |
| Publisher | NSYSU |
| Source Sets | NSYSU Electronic Thesis and Dissertation Archive |
| Language | Cholon |
| Detected Language | English |
| Type | text |
| Format | application/pdf |
| Source | http://etd.lib.nsysu.edu.tw/ETD-db/ETD-search/view_etd?URN=etd-0210109-110900 |
| Rights | not_available, Copyright information available at source archive |
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