The effects of person-organization, person-group, person-job and person-supervisor fits on retention

碩士 === 國立彰化師範大學 === 人力資源管理研究所 === 106 === In order to keep the competitiveness, high technology industries should take R&D seriously, so to enhance retention of R&D engineer is an important topic to managers and it’s also the key points of this research Using purposive sampling to select 15...

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Bibliographic Details
Main Authors: Huang,Hsiu-Hui, 黃秀惠
Other Authors: 張火燦
Format: Others
Language:zh-TW
Published: 2018
Online Access:http://ndltd.ncl.edu.tw/handle/y3y95m
Description
Summary:碩士 === 國立彰化師範大學 === 人力資源管理研究所 === 106 === In order to keep the competitiveness, high technology industries should take R&D seriously, so to enhance retention of R&D engineer is an important topic to managers and it’s also the key points of this research Using purposive sampling to select 15 companies from “Taiwan Semiconductor Industry Association” and provide questionnaires for R&D engineers to survey the subject. The number of delivered questionnaire is 300 and valid questionnaires are 216. The data were analyzed to test hypotheses by statistical method including confirmatory factor analysis, reliability analysis, analysis of variance and hierarchical regression analysis. The result for research as following: 1.Higher person-organization fit can enhance retention of R&D engineer; 2.Higher person- group fit can enhance retention of R&D engineer; 3.Higher person-job fit can enhance retention of R&D engineer; 4.Higher person- supervisor fit can enhance retention of R&D engineer; 5.Higher person-organization, person-job, and person-supervisor fit can enhance retention of R&D engineer, but person-group cannot enhance retention of R&D engineer and will propose management implications.