| Summary: | 碩士 === 輔仁大學 === 管理學研究所 === 95 === The high-performance employee is one of important factors to drive organization successful. However there are few researches about high-performance employees’ characteristics and behaviors. This research tries to develop the measurement tool for them.
Firstly, this research defined the behavior characteristic descriptions based on literature and depth interview. Then, there are induced ten characteristics and behavior constructs conducted by 3 experts through KJ method. The mutual agreement of three experts is 0.7304. After content validity test, the research builds 10 constructs and 94 questions for high-performance employee. There are 113 EMBA students as the sample to confirm constructs validity. Then the research revised the measurement scale for10 constructs and 70 question items.
Secondly, this research conducts the investigation by the website. There are 748 samples response and 608 effective samples. Effective retrieve rate is 81.28%. This research carried on the convergent validation examination by the factor analysis. The result is to delete 14 question items. Then the research conducts reliability analysis by construct’s Cronbach alpha. All constructs’ are above 0.7. Therefore, the research confirm nine high-performance employee’s constructs, include: “assisting people”, “achievement tendency”, “mature steady”, “loyal to organization”, “professional skill”, “innovation and open-mined”, “honest and integrity”, “intellectual curiosity” and “care about oneself”. And 56 measurement questions also being confirm.
Finally, this research based on the characteristic of various behaviors factor, to proceed the clustering and characteristic analysis of high-performance employee, the research discovered, the high-performance employee had three clusters named “the selfless group”, “the mature honest group” and “the creativity ponder group”, And clusters related to service seniority and working position. Suggestions for practices and further researches are also provided.
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