碩士 / 國立臺灣海洋大學 / 航運管理學系 / 97 / The members of an enterprise have to complete their tasks assigned by the director and raise their job performance so that the work team and whole organization could make a profit. In order to manage and control job performance efficiently, the organization should find out the causes of making worse job performance and try to improve the situation.
This study discussed the influence on job performance by internal reasons: organization climate, reward systems, and leadership styles. A total 200 questionnaires were sent to the workers of Taiwanese ocean freight forwarder industry by random sampling. 122 responses were received, and 95 were found to be valid for a usable response rate of 47.5%.
After integrating the content of literature reviews, this study designed few research factors as follows: organization climate included interpersonal relationship, organization identity, stuctures and standards; reward systems included financial reward and non-financial reward; leadership styles included transformational leadership, transactional leadership, and normative leadership; job performance included task performance and contextual performance.
By using correlation and hierarchy regression analysis, the study results showed that organization climate, reward systems, and leadership styles separately had significant positive correlation with job performance, and also had an influence on it. The most significant factors of influing job performance were organization identity, non-financial reward, and normative leadership. However, the study findinds showed that the degree of organization identity of the workers had a little insufficient, and the precision of the stuctures and standards also had a room for improvement. Besides, workers felt merely adequate on financial reward and non-financial reward, and they had average job performance but no desire to try challenging tasks.
This study suggested ocean freight forwarder companies should establish their core value, thus, members could strengthen their organization identity and raise their work inclination. Second, enrich the content of non-financial reward system to encourage members spiritually. Finally, on the basis of normative leadership, assist with more concern and enlightenment, and exchange members’ need for their efforts, thus, that could help members to achieve more excellent performance.
| Identifer | oai:union.ndltd.org:TW/097NTOU5301023 |
| Date | January 2009 |
| Creators | 李吉立 |
| Contributors | Gin-Shuh Liang, 梁金樹 |
| Source Sets | National Digital Library of Theses and Dissertations in Taiwan |
| Language | zh-TW |
| Detected Language | English |
| Type | 學位論文 ; thesis |
| Format | 115 |
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