| Summary: | 碩士 === 國立中正大學 === 企業管理系研究所 === 104 === Taiwan's traditional manufacturing industry is facing several issues: aging, workforce reduction trend, different generations of employees work values differ, and hardly to attract the younger generation. However, these issues cause internal technical fault, serious limitations of traditional manufacturing future growth and survival. This study expects to investigate the incentives of different generations through empirical research. The results will provide the companies strategically think their human resource management plan.
Southern traditional manufacturing industry employees accounted for about 48.5 million people, occupied nationwide around 26%. The employees in Chiayi counties around 25.3 million, accounting for 52% of the southern region. This study focuses on the Chiayi region's traditional manufacturing firms’ employees. 25 well-known manufacturing capacity serving cadres to assist issuing paper and e-mail to the company's employees. With total of 329 questionnaires, there are 307 valid questionnaire, the effective returning rate was 93.3%.
The main results
1. the intrinsic motivation factors, extrinsic motivation have significant positive impact on retention.
2. the job characteristics have significant positive impact on the willingness to stay
3. the job characteristics of the incentives associated with the degree of interference and willingness to stay the effect is not significant, only extrinsic motivation and job completeness, job autonomy interactions have significant negative impact on the willingness to stay.
4. different generations have in incentives and job characteristics significant differences remain willingness to Generation Y and intrinsic motivation, job characteristics correlation is not significant, but in the diversity of skills and retention incentives to external interference willingness to have significant effects, while 50-year-old above (X generation pre) internal employee motivation and retention in the will have significant interference effects work through integrity, job autonomy on intrinsic motivation and willingness to remain negative to the interference effect, 36 to 50 years old (X generation late) work integrity intrinsic motivation and willingness to remain negative to the interfering effect.
5. there are significant differences of incentives on the job characteristics and the wishes of the variables remain Taiwan's traditional manufacturing industry employees,
|
|---|
