A Study on the Relationship Among Leadership Style, Work Motivation, and Employee Retention - Taking Land Force Ordnance Readiness and Development Center for Example

• Main Authors: Chiang, Chih-Tsung, 蔣志忠
• Other Authors: Lin, Tsan-Ying
• Format: Others
• Language: zh-TW
• Published: 2017
• Online Access: http://ndltd.ncl.edu.tw/handle/s98k47

碩士 === 中國文化大學 === 國際企業管理學系碩士在職專班 === 105 === 　　The development of “voluntarism” is not only the most important innovation of military recruitment system, but also the key to the success of national defense transformation. Through voluntarism and long military training period, national armed forces are able to recruit voluntary manpower with stronger intention and more experiences to effectively reduce the cost of educational training, exert the advantage of professional refining, and improve the disadvantages of frequent retirements and vacancy filling and difficulty in accumulation of combat power of “conscription system” to effectively improve the combat power of national armed forces. In fact, there is still a hidden problem in “voluntarism” - personnel turnover. If the factors to which voluntary soldiers attach importance at work can be found and adequate management system is implemented, employee retention of military talents can be effectively improved. Therefore, adjusting or correcting supervisors’ leadership style and understanding the work motivation of voluntary soldiers to further increase voluntary soldiers’ employee retention create a positive meaning to national armed forces’ promotion of “voluntarism.” As a result, this study investigated the relationship among “supervisors’ leadership style,” “employees’ work motivation,” and “employee retention.” This study understood the relationship among these three factors according to the investigation of past literature and questionnaire survey results. 　　This study conducted a questionnaire survey, and distributed a total of 320 questionnaires. Voluntary soldiers currently serving at Land Force Ordnance Readiness and Development Center were asked to help complete the questionnaires. According to the analysis, there were 20 invalid questionnaires, and 300 valid questionnaires were returned, with a return rate of 93.75%. 　　The research results showed that, transactional leadership or transformational leadership was significantly positively correlated with employees’ internal and external work motivation. Transactional leadership or transformational leadership was significantly positively correlated with employee retention. Work motivation was the intervening variable between leadership style and employee retention. The test result showed that work motivation has a partial effect. After the further test of various items, it had a full intervening effect on some of the items. According to the research results, this study proposed relevant suggestions as reference for national armed forces and subsequent studies.