| Summary: | 碩士 === 中原大學 === 企業管理研究所 === 102 === Abstract
In recent years, the economy has been experiencing global competitions, which affects the multinational firms to advance the time of manpower demand planning. In response to the variation of market order demand, flexible human resource implementation strategy is commonly adopted by the corporate organizations. When industry recession or impact of rush order on supply chain appear, atypical labor dispatch is important to be applied to solve the problem of labor shortage. Therefore, this study attempts to investigate the Impact of pay satisfaction on dispatched employees ‘work attitudes, the correlation between the employees personality traits and work attitudes and the interruption effect from personality traits on the employees’ pay satisfaction and work attitudes.
Five dimensions of pay satisfaction and three dimensions of employees’ work attitudes are generalized through literature review. Then, questionnaires are designed from the dimensions development, which are distributed and collected randomly. The impact of different dimensions on the employees’ work attitudes is obtained through statistics, reliability and relevant analysis. Subsequently, the result of regression analysis is applied to verify the impact degree and interruption effect. Finally, to understand the variance analysis of different age, gender and education level from personal background variables.
The result shows that pay satisfaction has partially significant correlation with the employees’ work attitudes, which means that the increase of pay satisfaction has positive effect on the employees’ work attitudes. Personality traits have partially correlation with the employees’ work attitudes; in particular, friendly and harmonious traits have significant positive effect on the employees’ work attitudes. Personality traits have partially significant interruption effects on the correlation between pay satisfaction and employees’ work attitudes. With the increase of pay satisfaction, employees with high emotional stability have higher organizational citizenship behavior, but on the contrary, they have lower organizational citizenship behavior with higher base salary. However, employees with low emotional stability have higher organizational citizenship behavior with higher base salary.
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