| Summary: | 碩士 === 中國文化大學 === 國際企業管理研究所 === 93 === The high-tech industry is a constantly changing environment that is currently faced with large investment risks and short product life cycles, making it mandatory for businesses in the high-tech industry to recruit adaptable employees if they are to stand out amongst the keen competition. If a business can select highly creative employees with personalities that are suitable for the industry and highly suited to coping with pressure, utilize their own good leadership style, and integrate employees and leadership style into one organizational culture, it may reach a common consensus amongst all employees and guide all members in the or-ganization to identify with the consensus. In this way, employees will be able to achieve tar-gets for their organization, become willing to devote themselves to organizational develop-ment, and continue to remain members of this organization. When an organization’s em-ployees are committed to the organization, and are able to bring about synergistic effects for functions of different jobs, its business competence will be enhanced while its business per-formance optimized.
Based on the above reasoning, the target population set for this study was employees of listed and OTC companies, and a total of 512 copies of the questionnaire were issued. 362 of questionnaires were collected, and, after deducting 58 questionnaires that were not com-pletely answered, the total number of effective questionnaires was 304, with a recovery rate of 59.4%. The questionnaire was mainly focused on an in-depth probe and analysis into em-ployee personality, leadership style, organizational culture (the main independent variables), the correlations amongst the three, and their effects on organizational commitment (depend-ent variable). As the results of analysis revealed, there were different personalities amongst Taiwan’s high-tech employees, and the degree of willingness to making organizational commitment were dissimilar. Moreover, the more pro-Internal Control and A-Type an em-ployee personality was, the more willing the employee was to commit to an organization. In addition, there were different leadership styles amongst Taiwan’s high-tech leaders in. The hypothesis that employees were varied in making organizational commitments was not ten-able. The underlying reason is the hypothesis that, the more pro-Transactional some leaders were, the less willing employees were to make organizational commitments, was not tenable. Apart from this, the hypothesis that employees’ willingness to make organizational com-mitments varies in accordance with organizational culture in Taiwan’s high-tech industry was tenable.
Based on the conclusion and findings of this study, it is suggested that follow-up re-searchers take other industries into consideration, incorporate other research aspects, and expand target population and samples, while prolonging the research period so as to compare the discrepancies of different research aspects and provide a broader and more extensive managerial reference for industry leaders.
|
|---|
