| Summary: | 碩士 === 淡江大學 === 企業管理學系碩士班 === 106 === Taiwanese companies are currently dominated by small and medium-sized enterprises. The common characteristic of large-scale enterprises and small and medium-sized enterprises is that leaders directly orders to their subordinates. Therefore, the exchange relationship between leaders and their members becomes more important. Salary and empowerment levels are the most directly perceived indicators for members at work; Job performance is an important measure of the company''s appraisal of subordinate.
The better the quality of exchange relationship between leaders and members, there would be a better and significant impact on members'' job performance (Scandura & Graen,1984). In the two-factor theory, if there is a motivator that will be able to motivate one''s job performance. It also finds that one of the important factor affecting job satisfaction is salary (Herzberg, 1959). Empowerment has a significant positive effect on job performance (Seibert, Silver, & Randolph,2004). The cognition to empowerment will increase employees’ job satisfaction, and then improves their job performance(Tang,Ya-YUN,2003).
In view of the above, this study explores whether the leader-member exchange relationship, salary satisfaction and empowerment will affect employees’ job performance of members. And with salary satisfaction and empowerment as moderators, it is further explored whether moderating effect through salary satisfaction and empowerment will affect the employees’ job performance by the leader-member exchange relationship. In this study, workers in Taiwan were selected through snowball sampling and convenience sampling. A total of 250 valid subjects had been collected. By implementing the descriptive statistics analysis, item analysis, regression analysis, hierarchical regression analysis, t-test and ANOVA to verify each hypothesis. The result of this study can be concluded as the following:
1.There is a significantly positive influence on employees’ job performance by the leader-member exchange relationship.
2.There is a significantly positive influence on employees’ job performance by their salary satisfaction.
3.There is a significantly positive influence on employees’ job performance by empowerment.
4.There is significantly positive moderating effect of salary satisfaction on the influence coming from leader-member exchange relationship on employees’ job performance.
5.There is significantly positive moderating effect of empowerment on the influence coming from leader-member exchange relationship on employees’ job performance.
6.There are partial significant differences on leader-member exchange relationship, salary satisfaction, empowerment and job performance by some employees’ demographic variables.
Although the quality of the exchange relationship between the leader and the subordinate does influence the job performance, the company can further enhance the job performance of subordinates by strengthening salary satisfaction and empowerment to achieve organizational goals.
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