Rehired employees’ perception of person-job fit and job performance

• Main Authors: Su Wen-Kai, 蘇文凱
• Other Authors: Chung Yen-Yi
• Format: Others
• Language: zh-TW
• Published: 2009
• Online Access: http://ndltd.ncl.edu.tw/handle/36965225208235700606

碩士 === 國立彰化師範大學 === 人力資源管理研究所 === 97 === Can resigned employees with considerable experience and advantages be potential recruiting candidates? Many studies have shown that a certain degree of risk does exist while businesses recruit new expmloees. To reduce costs of recruiting, adjustment, education and training, it is worthwhile to investigate the issue rehiring employees’ performance. Thus, this study aims to explore how antecedents, including person-job work-family balance, engagement, and intrinsic motivation affect the performance of rehired employees. The population in this study is taken based on the Common Wealth Magazine’s (2007) classification—employees from 24 industries among the best 500 service industries in Taiwan. The method of judgement sampling is adopted to select rehired employees and their direct leaders as the subjects of this study. 1600 questionaires are distributed and effective samples are 249. Confirmatory factor analysis is employed to check the qualities of measurements used in this study. Amos ver.5.0 is used for structural equation modeling to verify the hypotheses of this study. The resuls of this study are as follows: 1. Person-job fit has a positive effect on job performance through the indirect effect of work-family balance; 2. Person-job fit has a positive effect on job performance through the indirect effect of engagement; 3. Person-job fit has a positive effect on job performance through the indirect effect of intrinsic motivation. The following are concrete suggestion provided by this study: 1. When managing rehired employees, leaders should place more emphasis on the interaction between individuals and the teams they belong to; 2. Appropriate education and training programs should be designed for the re-hired employees and their professional roles and functions should be taken into consideration during the process of designing such programs; 3. Human resource department should enhance employee turnover management and establish a comprehensive personnel database to follow the development of quitting staff; 4. Enterprises should enhance its support from direct leaders for their employees and employ friendly strategies to achieve work-family balance so as to further enhance performance. The last section is future research suggestion and limitations of this study.