The Impact of Supervisor Storytelling Capability and Authenticity on Employee Organizational Identification

• Main Authors: Huang, Teng-Da, 黃騰達
• Other Authors: Wang, Dan-Shang
• Format: Others
• Language: zh-TW
• Published: 2009
• Online Access: http://ndltd.ncl.edu.tw/handle/49343735471348348586

碩士 === 國立彰化師範大學 === 人力資源管理研究所 === 97 === Facing the coming of knowledge-based economy and the change of outside environment, talented human resources are key competitive advantages of enterprises. According to literature review, supervisors can help employees find their organizational identification by telling stories. Moreover, supervisors’ authenticity can lead employees’ organizational commitment and satisfaction. Therefore, it is an important subject that what supervisors’ storytelling capability and authenticity can increase employees’ organizational identification. In order to obtain empirical data, the subjects involving in this study were supervisors and employees in 2008 “Top 1000 manufacture company and top 500 service company in Taiwan” by Commonwealth Magazine. The samples were selected by the purposive sampling method. 150 supervisor questionnaires and 915 employee questionnaires were sent randomly, and then 95supervisor questionnaires and 426 employee questionnaires were responded. The valid responded rate of supervisors and employees was 63% and 46.6% respectively. Employed descriptive statistics and hierarchical multiple regression to analyze our data, we have obtained the following four conclusions: 1. “Supervisors’ storytelling capability” could significantly increase employees’ organizational identification. 2. “Supervisors’ authenticity” could significantly increase employees’ organizational identification. 3. “Supervisors’ authenticity” could reinforce the positive relationship between supervisors’ storytelling capability and employees’ organizational identification. 4. The high fit samples of supervisors self-rated and employees rated supervisors’ storytelling capability and authenticity are more positively related to employees’ organizational identification than low fit. Implications of the results and suggestions for the future researches are discussed in the end of this research.