The Relationships of Organizational Identification between the Servant Leadership and Organization Culture for New Employee - Staff Personality of C Company as Moderators

• Main Authors: Kuan-YuChen, 陳冠諭
• Other Authors: Hsin-Hong Kang
• Format: Others
• Language: zh-TW
• Published: 2011
• Online Access: http://ndltd.ncl.edu.tw/handle/18276155191424502653

碩士 === 國立成功大學 === 高階管理碩士在職專班 === 99 === This study examines the influence on organizational identification when new employees / new affiliations are under servant leadership and organizational cultural difference. Secondly, this study validates if there is a significant level of moderation based on personalities and thereby presents reference for managing or recruiting new employees in the future. Thirdly, this study examines the influence on all aspects of its investigation through characteristic analysis, reliability analysis, effectiveness analysis, and regression analysis. C company in the field of componment suppliers of LCD industry was chosen as the research object. C company uses its extensive expertise in plastic material over the past 40 years, it has developed key parts and components used in the LCD industry and successfully became a key provider. In 2008, Commonwealth magazine named C Company as Taiwan's top 10 in the optoelectronics industry. This object was focused on new employees / new affiliations of C Company less than 3 years, using electronic questionnaires as main method and some paper questionnaires for this study. The total effective samples are 225. According to the research results, servant leadership (commitments / motivations) imposes positive influence on organizational identification for new employees / new affiliations. Secondly, organizational cultures (innovative culture, effective culture) impose positive influence on organizational identification. Thirdly, personality factors impose positive influence on personalities significantly. Additionally, personality (internal factor) moderates servant leadership significantly, so does the organizational culture (external factor) moderates organizational identification. Finally, the diverse leaderships and organizational cultures should be taken into consideration when an organization recruits new employees. New employees’ personalities have to be recognized appropriately in order to help employees upgrade their awareness of organizational identification. By doing so, the organization can reduce the percentage of unqualified employees and minimize the inappropriate performance and, meanwhile, inspires employees to contribute their expertise to the organization and help the organization to operate positively.