| Summary: | 碩士 === 國立暨南國際大學 === 管理學院經營管理碩士學位學程碩士在職專班 === 102 === Human Resources are one of the most important factors in success for enterprises to
compete in today’s economic environment. However, during global recession, reducing
managerial work force seems to be the most commonly deployed method of controlling
costs in the hope to maintain the enterprise’ competiveness and sustainable growth. Such
methods have often led to distrust between the employer and the employees.
Especially after the 2008 financial crisis, it was frequently heard that workers lost faith
in job security and loyalty to the enterprise they worked for. Eventually, enterprises needed
to face the high turnover rate originated from workers’ frustration. In most cases,
enterprises often found themselves suffering from the indirect consequence of low
efficiency and static technical development brought about by the high turnover rate.
Furthermore, the key technology, skills and experience cannot be fully accumulated, and
passed down to new or less experienced employees. So In the long term, this phenomenon
has become one key factor impacting on organizational effectiveness.
From research into organizational behavior, one can conclude that organizational
effectiveness can be impacted by several factors. Amongst these factors, job satisfaction
and commitment to the organization are the two most often explored? In this research, the
leadership style should also be considered as a key factor, and which is also capable of
impacting on organizational effectiveness. The purpose of this paper is to explore whether
leadership style can affect the job satisfaction and employees’ commitment and how the
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difference of leadership style can affect the result of an enterprise’ attempting to control
variables.
The research extracts an example from the hand tool industry. By using a questionnaire
research method, this research seeks to find out how leadership style can affect job
satisfaction and commitment from the point of view of workers in this industry. The goal is
not only to offer managerial team a valid strategy and direction on human resources
management, but also a method to form partnership between the managerial team and the
employees. The intention is to reduce the turnover rate and to improve the organizational
effectiveness by enhancing the overall employees’ job satisfaction and sense of
achievement.
From the research, one can find that employees from the hand tool industrial hold a
positive attitude towards the leadership style of their management team. The assumptions
on leadership style are correlated with job satisfaction and organizational commitments can
also be supported by this research. When it comes to job satisfaction, Transactional
Leadership has more significant effects than Transformational Leadership does. On the
other hand, Transformational Leadership can bring out a higher degree of organizational
commitment. The conclusion being, despite all of the conceptual differences between the
two leadership styles, both are capable of predicting the effects and outcomes of leadership.
Therefore, to optimize the benefits of the two managerial styles in the hope of motivating
employees and improving organizational effectiveness, management teams will need not
only to enhance professional skills but also to improve their transactional and
transformational management skills. The author hopes that the conclusions drawn from this
research can be helpful to both daily industry practice and academic purposes.
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