The influence of the Leadership Style and Staff's Personality Traits on the Job Performance - A Case Study on the International Tourism Hotels in Taipei

• Main Authors: Tazy-Shiann Chen, 陳在縣
• Other Authors: Ming-Che Chou
• Format: Others
• Language: zh-TW
• Published: 2012
• Online Access: http://ndltd.ncl.edu.tw/handle/43938726855074707587

碩士 === 世新大學 === 觀光學研究所(含碩專班) === 100 === Competition among international tourist hotels have become intensive for decades. Each hotel pays a great amount of attention on advancing self-competitiveness. In the era of globalization, modern enterprises start thinking how they can create the best performance and competitiveness so as to sustainably develop their enterprises and maintain the competitiveness. According to various elements of business management nowadays, human resource management (HRM) can be the most prominent. In other words, how much human resource we invest in will lead to success or failure of businesses. On the other hand, enterprises nowadays are faced with employees who are gradually diversified and complicated. Hence, leaders are tested because they have to make their staff identify themselves with the organizational culture, accept business regulation, obey directors’ command. That is to say that leadership styles play an important role in staff’s job performance. However, the study shows that leaders who take performance seriously don’t mean their staff will take it for granted as well. As a matter of fact, there are many factors influencing job performance. Different leadership styles are needed in different times. Nevertheless, the aim of the study was to: (1) discuss the impact of different leadership styles on staff’s job performance of international tourist hotels, (2) discuss the impact of different personality traits on staff’s job performance of international tourist hotels, (3) comprehend whether there is a significant difference between personality traits and leadership styles when it comes to demographic variables, and (4) based on the result and discussion, some suggestions and advices can be offered when we recruit and manage our staff. The result showed that a significant difference was existed referring to the differences in staff’s demographics: (1) leadership styles, gender and marital status had significant differences, (2) personality traits, there were significant differences among age, monthly income, number of family, marital status, education, and religion, (3) leadership styles had a significant difference on job performance, and (4) personality traits had a significant difference on job performance.