Predictors of Employees' Task Performance：Examples of Large-size Steel Companies

• Main Authors: Lih-shiang Chung, 鍾莉香
• Other Authors: 陳必碩
• Format: Others
• Language: zh-TW
• Published: 2010
• Online Access: http://ndltd.ncl.edu.tw/handle/94692056477834019521

碩士 === 國立高雄應用科技大學 === 人力資源發展系 === 98 === Abstract Steel industry is fundamental for national construction. It is also a significant indicator to measure the industrial production of a country. Nowadays, as the rapid change of Taiwan’s steel industry and the saturated domestic steel market, excellent performance is critical in the crucial competition market. Good or poor performance is an important factor to dominate the corporation’s future development and survival. It is the economic source of an employee’s basic life as well. Therefore, searching for the factors which influence performance is the purpose of this study. This study mainly adopts employees’ perspectives to analyze employees’ work value, the perception of supervisors’ paternalistic leadership, and person-job fit which predicts employees’ task performance. The data of this study was collected by questionnaire survey of two large steel companies’ employees in Southern Taiwan. 450 questionnaires were distributed, and 356 effective were returned, at a response rate of 79%. Via correlation and hierarchical regression analysis, the results were found as below: 1. The values of employees’ work-relationship, work-security, work-ethics and work-improvement are positively related to employees’ task performance respectively. 2. Supervisors’ leadership of benevolence, morality, and authority is positively related to employees’ task performance respectively. 3. Person-job fit is positively related to employees’ task performance. 4. The analysis of hierarchical regression, controlled by demography, indicates that the values of employees’ work-relationship and work-growth, supervisors’ leadership of authority and person-job fit show incremental validity to the variation of employees’ task performance respectively. Among all predictors, person-job fit is strongest; the value of employees’ work-growth is the second; the value of work-relationship is the next; the leadership of authority is the last one. Finally, according to the above study results, this study provides substantial suggestions for supervisors and organizational management systems, and the directions for future research. Keywords： work values、paternalistic leadership、person-job fit、task performance