Analyze the Inflnence of the Executives’ Leadership Style on Performance Evaluation Criteria in Financial Industry-Using Employees’ Personality Trait as Interference Variable

• Main Authors: PEI-JUNG YEH, 葉佩蓉
• Other Authors: Chin-Yi Chen
• Format: Others
• Language: zh-TW
• Published: 2016
• Online Access: http://ndltd.ncl.edu.tw/handle/79495029931242453559

碩士 === 中原大學 === 企業管理研究所 === 104 === “Leading” among four functions of management is an art and it takes the leader’s charisma besides competence to make all members in the organization to stay focused and to dedicate for achieving the planned goals. Steadily upgrading the internal management is a gist for a business seeking for sustainable operations in addition to the operating strategies answering markets changes feasibly and steadily. In fact, leadership functions as an influence giving the group goals to the members for them to strive jointly, directing all members to put endeavors for the common goals, and promoting the functions of working in cooperation with due division of labor. Among factors of the influence “performance evaluation” is critical and plays a key role, not only the results serving as basis for employee promotion and incentive decision but also “performance evaluation” itself serving as the vital tool showing the correlation between leadership and business performance. Hence this study tried to explore if the employees’ personality trait has any interference to the performance evaluation criteria under different leadership style of each executive respectively; and this study presents three research assumptions, including the effect of the influence of respective executive’s leadership style to the performance evaluation criteria, secondly and thirdly; then also explore if there is any interference respectively from the internal control in personality trait and from the external control in the same. In research method, this study administers a questionnaire survey targeting at the object of study – the executives of finance business defined and specified in standard classification of occupation of Taiwan Rev. 9, (March 2011), by executive yuan, by dispatching the questionnaire via e-mail, and 161 effective returns were collected. The analysis results demonstrate that in terms of influence from financial industry executive’s leadership style to performance evaluation criteria, “problem solving ability” and “customer satisfaction” are significant; and this describes that their business philosophy are identical to that of a majority of business – customers are vital assets to the finance industry hence the staff members shall dedicate to problem solving for the customers and satisfying the customers by focusing on what the latter are focused, answering the urgent needs timely, and addressing their needs. However in reality most of the executives of financial industry are taking “sale of most profitable products” as top priority as a trade-off to fit into the current trends and situations; consequently no matter what executive’s leadership style actually is, in most cases it is “performance attaining ratio” that serves as basis and reference for performance evaluation, and thus there is a significant difference from the survey results; more specifically, the influence of the executive’s leader style of internal control to the personality trait of the employees, in terms of performance evaluation criteria – among others “attendance rate”, “interpersonal communication”, “working on team” and “customer satisfaction” are significant. And these indicate that during conducting the performance evaluation, the executive, besides emphasizing “customer satisfaction” in business philosophy, also focuses on “interpersonal communication” and “working on team”; in reality the employees with internal control in personality trait mostly working on internal affairs, therefore the efforts in supporting the front line, communicating with them and working on team prove to be vital, besides “attendance rate” is also significantly emphasized. While in the contrast, the influence of the executive’s leader style of external control to the personality trait of the employees, in terms of performance evaluation criteria – among others “performance attaining ratio” and “attendance ratio appear to be significant, and these indicate that during conducting the performance evaluation, the executive, besides emphasizing “attendance rate” as basics, also focuses on “performance attaining ratio”, thanks to the reality that the employees with external control in personality trait mostly working on sales affairs