A Study of the Leader-Member Exchange, Relationship, Internal Control and Job Performance -An Example of Hotel and Restaurant in Taiwan

• Main Authors: Lan, Chi-Chen, 藍啟誠
• Other Authors: Cheng, Chun-Hao
• Format: Others
• Language: zh-TW
• Published: 2015
• Online Access: http://ndltd.ncl.edu.tw/handle/nb8b38

碩士 === 國立高雄餐旅大學 === 餐旅管理研究所在職專班 === 103 === Management gaps often happened on people working in hospitality industry. Managers used to control staff’s behavior by standard operating procedures and hoped them to follow the rule to achieve their target. However, they couldn’t fulfill this goal. We hope to solve this situation by using internal control. Therefore, we researched the relationship between leaders and members in order to find some factors which can effectively affect staff performance. There are six hypotheses in this study : H1: leader-member exchange has significant effect on the job performance, H2: relationship has significant effect on the job performance, H3: internal control-behavior control and supervision have significant effect on the job performance, H4: internal control-information and communication on job performance have significantly influence effect, H5: internal control - environment control has significant impact on job performance, H6: internal control - risk evaluation has significant impact on job performance. The results showed that there is no significant impact on demographic variables for job performance. The hypothesis of "leader-member exchange" and "internal control" has no significant effect on job performance. In this study, we found that "relational cognition" and "relationship promise" for hospitality employees' job performance has the most significant positive effect. We suggested that the hospitality industry should pay attention to their employees to provide customers with high quality service for improving personal relationships. Employees can also enhance their communication skills and mutual relations to attain better job performance.