| Summary: | 碩士 === 國立雲林科技大學 === 工業工程與管理研究所碩士班 === 100 === Domestic footwear industry is now under the globally competitive environment. The changes of environment bring a certain degree of impact and influence toward the enterprise’s prospect. In recent years, our government put more emphasis on high-tech industry. Highly-educated professionals are prone to enter science park for employment. Also, poaching is rampant among different industries, many manufacturing engineers of footwear industry resort to job-hopping for higher pay, which result in enterprise''s great loss. If we can understand the key factors that affect manufacturing engineers’ job satisfaction, this study would be an important reference for managers, and thus enhance manufacturing engineers’ loyalty and sense of belonging toward company. That is, satisfied employees help to advance performance and productivity, reduce turnover rate, and enhance creativity and loyalty.
In this study, one of NIKE’s OEM is choosen to be the research sample. 234 questionnaires were sent out to manufacturing engineers with 213 questionnaires or 91.01% returned. We applied SPSS12.0 to run Reliability Analysis, Descriptive Statistics, One-way ANOVA to do data processing and data analysis, and use One-way ANOVA to examine whether there is significant effect between manufacturing engineers’ Personal Attributes and job satisfaction Correlation Dimension. And we use Pearson Correlation Coefficient to analyze the relationship among job, working environment, manager’s capability, interpersonal relationship, and compensation and benefits.
1. Managers should develop different training programs depending on engineers’ seniority and job grade to place importance on employee training and enhance working ability.
2. After performance evaluation, managers should track for employee’ improvement plans to advance human quality, thus resolve work problems.
3. Redesigning managers’ assessment and performance incentive system, and combining them with employee’s job grade will urge managers to place importance on personnel training, and further enhance enterprise’s competitiveness.
4. Managers should build technology sharing platform to save individual’s effort searching for information and seek quick and effective solution.
5. There should be a cross-sect oral technical team to help engineers improve and resolve problems, to lower their anxiety and enhance team effectiveness.
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