A study of the relationships among the socialization of the R&D engineers, organizational commitment and turnover intention－moderating effect of leadership.

• Main Authors: Hsiao-Chi Hsieh, 謝曉琪
• Other Authors: 王精文
• Format: Others
• Language: zh-TW
• Published: 2008
• Online Access: http://ndltd.ncl.edu.tw/handle/88168972291880860038

碩士 === 國立中興大學 === 企業管理學系所 === 96 === Organizational socialization has significant implications for managing the professionals in the fast changing organizations. To follow the changes of human resource, enterprises respect employees to adapt the task proficiency, team work and organizational values in the organization. To rely on the research of socialization contributes to help professionals who can enter organization to fit the organization, and reduce the turnover rate, and then increase competition of the organization. This study focuses on the relationship between organizational, group, task socialization and organizational commitment of the R&D engineers. Then, this study includes transformational and transactional leadership as moderators between socialization and organizational commitment. In order to understand the leadership behavior how to moderate socialization and organizational commitment, the study take two experience study. The first study is convenience sampling from many different companies, but the second study is matched-pairs in an one firm. There are three results are found through two experience study: (1) The result of socialization has positive impacts on organizational commitment. On the other hand, organizational commitment has negative impacts on turnover intention. Consequently, socialization has affects turnover intention through organizational commitment. (2) The organizational commitment of R&D engineers have significant affected by task socialization, and partial affected by organizational socialization in the same culture. (3) In the transformational leadership of the moderating effect, the socialization has partial positive effect on the organizational commitment, but transactional leadership has not. Through the result of the study, organizational culture maybe as an influent factor which impacts the socialization and organizational commitment by three different levels. It is more contributive that following studies can use the socialization of the three different levels to discuss deeply in the future.