Summary: | 碩士 === 東海大學 === 企業管理學系碩士班 === 93 === Abstract
In recent years, the hiring-ratio of “Atypical Employment” is increasing, year by year. Because the enterprise must reduce the overall labor power cost and increase labor power utilization elasticity to enhance the enterprise’s profit, therefore enterprise will be able to make effort easily in training. Even so, how to let atypical workers do his best in training is a key point for studying.
Based on field studies and literature review, this research will undertake to examine how incentive and individual-feedback tendency will influence training performance of atypical workers. This study will also look at the moderating effects of different organization cultures (Competitive culture, Entrepreneurial culture, Bureaucratic culture, and Consensual) on the relationship between the independent variable (training performance of atypical workers) and the two dependent variables (incentive and individual-feedback tendency). We discover that whether the incentive is internal or not, they both have positive influence on training performance. In addition, both the internal and external incentive also have positive influence on learning behavior, especially the provision with work related to knowledge or technology. Many atypical staffs love it. On the other hand, the individual-feedback tendency does not affect the training performance.
In the organization culture, different organization culture doesn’t affect the relation between individual-feedback tendency and training performance, but it has actually different influence on relation between incentive and training performance. Entrepreneurial culture has influence on external incentive and training performance. Finally, the bureaucratic and competition culture have influence on the relationship between internal incentive, external incentive, and training performance.
|