The effect of work engagement on job performance : Exploring the moderating effect of employee perceived organizational support and unit-level voluntary turnover rate.

• Main Authors: Chia-Ling Wu, 吳佳凌
• Other Authors: Chiung-Wen Taso
• Format: Others
• Language: zh-TW
• Published: 2016
• Online Access: http://ndltd.ncl.edu.tw/handle/v23eyk

碩士 === 國立臺南大學 === 經營與管理學系科技管理碩士在職專班 === 104 === In a highly competitive business environment, developing and retaining firm-specific human capital becomes critical for sustaining competitiveness. Prior research indicates that how employees perceived the support from the organization could impact their job performance. However,turnover research also indicates that employee’s voluntary turnover could harm organizational effectiveness. Therefore, enterprises need to take measures to retain their human resources in order to maximize the effectiveness of the organizational outcome. In this thesis,using a sample of employees from different work units of a high-tech enterprise, the empirical results indicate that the employees work engagement positively and significantly influence their job performance,their perceived organizational support significantly and positively moderate the relationship between work engagement and job performance;however,divergent from the expectation, unit-level voluntary turnover rate does not moderate the linkage between job engagement and job performance. Based on these findings, the contribution and implication of the study results are also discussed.