| Summary: | 碩士 === 中原大學 === 企業管理研究所 === 102 === Nowadays, with the quickly social changes, some companies cannot find suitable candidates; some companies are a bunch of internal talent. However, they have no idea about how to distinguish the talented people and let them well-placed. If business faced the limitation of resources, they used the limited resources in the major talents. If the companies could not do the HRM well, it will become the invisible fault that may end up the company.
This research investigates whether the job performance affects the job involvement that personnel put in, whether the potency affects the job involvement that personnel put in, and whether the interaction of job performance and potency would also affect the job involvement that personnel put in. Finally, this research injects the opportunity of promotion for interference to recognize the factors which would interfere with promotion to put their own job involvement.
In addition to the literature reviews, this study analyzes the data through questionnaires with the industry of service as the main object for this study. The questionnaires were sent out for 300 cents and received 266 valid questionnaires; the recovery rate is about 88.6%. The following conclusions were found after the statistical analyses in this research:
1.Job performance and job involvement are positive related. The higher job performance, the higher the job involvement.
2.Potential and job involvement are positive related. The higher potency, the higher the job involvement.
3.The interactions between job performance and potential have some significant impact on job involvement.
4.Job performance have impact on job involvement, the injection of promotion as a moderating variable have no significant effect.
5.Potential have impact on job involvement, the injection of promotion as a moderating variable have no significant effect.
Key word: job performance, potential, promotion, job involvement
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