The Impact of Trust Relationship and Perceived Transformational Leadership on Job Satisfaction- A Case Study of Academia Sinica

• Main Authors: Yen-Ming Chen, 陳彥銘
• Other Authors: Jong H.Huang
• Format: Others
• Language: zh-TW
• Published: 2013
• Online Access: http://ndltd.ncl.edu.tw/handle/68509901164509228477

碩士 === 世新大學 === 行政管理學研究所(含博、碩專班) === 101 === When Academic research institutions face the global economic crisis, social changes, environmental sustainability issues and with the impacts and challenges of Civil Servant Retirement Laws, Science and Technology Basic Law, Academia Sinica Organization Act Amendments, if trust relationship can be established among staff members in the organizations? Whether can we lead our subordinates to go beyond our organization goals through perceived transformational leadership? Whether can staff members’ job satisfaction be promoted? And whether can administrative efficiency and effectiveness be promoted? This study mainly focused on trust relationship among organizations, supervisors, and colleagues in Academic research institutions and how trust relationship can impact job satisfaction after implementing perceived transformational leadership? The purpose of this research is to analyze how different staff members’ backgrounds influence trust relationship, perceived transformational leadership and job satisfaction, and to study the impact of trust relationship and transformational leadership on job satisfaction. In this study, documents analysis method and questionnaire survey method were used. Staff members who work at the central office of Administration in Academia Sinica are our testees. A total of 306 questionnaires were issued and 273 valid questionnaires gathered. The effective response rate was 89%. According to the survey, the results are as follows: 1. Personal attributes: The levels of “trust relationship”, ”perceived transformational leadership” and “job satisfaction” from male staff members at central office of Administration in Academia Sinica are higher than those from female staff members. Particularly, the levels of job satisfaction and internal job satisfaction are much higher than female staff members. The level of “trust relationship” from staff members is higher than that from supervisors. Also, staff members from the scientific instrument center, academic affairs center and public affairs center have higher level of “trust in supervisors” and “ideal influences” than any other centers. 2. At the central office of Administration in Academia Sinica, “Trust relationship” has a positive influence on “job satisfaction”. It means that if the organization can enhance trust relationship among the staff members, the interaction and communication among staff members can be smoother. Staff members can get support from supervisors and colleagues more easily. If staff members can get job done smoothly, then they feel satisfied and thus, this can also enhance “job satisfaction”. 3. At the central office of Administration in Academia Sinica, the implementation of transformational leadership has a very significant positive impact on job satisfaction. It is up to 69% of the predictable satisfaction. It means that if the supervisors can always care about their staff members, understand staff members’ needs and encourage their staff members more often, the staff members feel respected and encouraged. If staff members feel respected, they will have motivations to achieve more and better and at the same time, job satisfaction is enhanced. This will also enhance overall organizational effectiveness in Academia Sinica. 4. According to this research, several suggestions have been made: (1)Establishing trust relationship among the organization staff members to enhance job satisfaction; (2)Emphasizing the impact of perceived transformational leadership on job satisfaction; (3)Strengthening professional trainings and constructing experience inheritance mechanism; (4)Strengthening communication, motivation and establishing a fair appraisal system; (5)Enhancing cohesiveness among staff members to enhance job satisfaction; (6)Appreciating each staff member’s talent and promoting compassionate, caring leadership style