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博碩士論文 etd-0204113-221747 詳細資訊
Title page for etd-0204113-221747
論文名稱
Title
台灣專業室內設計人才去留因素之探討
Human Capital Turnover and Retention of Professional Interior Designers in Taiwan
系所名稱
Department
畢業學年期
Year, semester
語文別
Language
學位類別
Degree
頁數
Number of pages
176
研究生
Author
指導教授
Advisor
召集委員
Convenor
口試委員
Advisory Committee
口試日期
Date of Exam
2013-01-18
繳交日期
Date of Submission
2013-02-04
關鍵字
Keywords
去留因素、人事變動、設計師、室內設計、離職傾向、留職傾向
Determinants, Designer, Interior Design, Intention, Turnover, Retention, Leave, Stay
統計
Statistics
本論文已被瀏覽 5818 次,被下載 283
The thesis/dissertation has been browsed 5818 times, has been downloaded 283 times.
中文摘要
台灣的室內設計產業受到環境的影響,經常不被認定為一門專業的技術,設計師在社會的工作地位、薪資福利、及消費者的尊重性上,也不如其他「師」字輩的工作者來的好。此外,在這樣的環境下,室內設計師還必須運用有限的資源創造出符合消費者所期待的作品及服務,而這樣性質的工作,也驅使了設計師對於工作環境與薪資的重視,因而尋求更好的發展環境,造成公司留任人才的不易。有鑑於此,組織在人力資源的管理上,必須瞭解員工離職真正原因,從中發掘潛在問題,並修正員工的管理制度,才能留任優秀的人才並且讓公司永續的發展。
本研究的(主旨/主要目的)是要了解及釐清台灣室內設計師(離職/流動)的因素,尋求可行性的方案已提升工作者的留任率,並且透過質化及量化的方式進行,先跟13位工作者透過面談的方式了解其因素,再透過線上問卷的方式對(台灣地區)40位工作者的問卷內容做質化的分析。
研究結果顯示,工作者對於公司的聲譽、工作及薪資的公平性、以及對於員工的支持性是工作者留任這間公司的重點。然而,工作者也會因為其他公司提供更好的環境及福利而(離職/離開原本的公司),並且大部分的工作者之所以會離職是因為上述的各項因素皆達到相當的程度的不滿意而離開原本的工作環境。
Abstract
Interior design companies in Taiwan face macroeconomic resource abandonment. The nature of being an interior designer under these circumstances involves hardship in manipulation of limited resources to create amiable products for end consumers. This dire nature often drives designers away in search of a company with better conditions. Under pressure of corporate survival, it is imperative that human resource personnel identify underlying problems regarding turnover intentions. Manageable practices must be developed and implemented to ensure working order optimized for successful talent retention and company growth.

The aim of this study is to understand and isolate the underlying reasons for interior designer turnover in Taiwan and seek a solution to raise the rate of retention. A mixed method, inductive grounded theory approach was undertaken to capture data from both qualitative face-to-face interviews with 13 interior designers and quantitative online questionnaires involving 40 interior designers all over Taiwan.

An interior design company is deemed attractive if it is renowned, fair, supportive, and allows for independence. However, these attributes may also translate into reasons to leave if alternative jobs provide comparatively better conditions. The average designer was found to leave only when a composite high level of job dissatisfaction is reached.
目次 Table of Contents
TABLE OF CONTENTS
ACKNOWLEDGEMENTS III
摘要 IV
ABSTRACT V
TABLE OF CONTENTS VI
LIST OF FIGURES IX
LIST OF TABLES X
CHAPTER 1 - INTRODUCTION 1
1.1 THE INTERIOR DESIGN PROFESSION AND DESIGN COMPANIES IN TAIWAN 1
1.2 INTERIOR DESIGNER DUTIES 3
1.3 PURPOSE OF THE STUDY 5
1.4 RESEARCH QUESTIONS 5
1.5 RESEARCH PROCEDURE 6
CHAPTER 2 - LITERATURE REVIEW 7
2.1 TURNOVER DEFINITION 7
2.2 TURNOVER SPECIFICS 8
2.2.1 Voluntariness 8
2.2.2 Avoidability 9
2.2.3 Functionality 10
2.3 CONSEQUENCES OF TURNOVER 12
2.3.1 Organizational Cost 12
2.3.2 Operational Disruption 13
2.3.3 Demoralization of Citizenship 14
2.4 PERSPECTIVES GOVERNING TURNOVER BEHAVIOR 15
2.5 IMPORTANT MODELS FROM TURNOVER LITERATURE 16
2.5.1 March and Simon’s Model of Perceived Desirability and Ease of Mobility (1958) 16
2.5.2 Mobley’s Intermediate Linkages Model (1977) 19
2.5.3 Price and Mueller’s Original and Revised Causal Models (1986) 20
2.5.4 Lee and Mitchell’s Unfolding Model (1994) 26
2.6 FURTHER EXTENSION OF TURNOVER THEORY 29
2.6.1 Job Embeddedness 29
2.7 TURNOVER DETERMINANTS 31
2.7.1 Demographic Variables 32
2.7.2 Intervening Variables 32
2.7.3 Exogenous Variables 35
2.7.3a Environmental Category Variables 35
2.7.3b Individual Category Variables 37
2.7.3c Structural Category Variables 41
2.7.4 Model Summary 48
CHAPTER 3 - METHODOLOGY 49
3.1 AIMS 49
3.2 PROCEDURE 51
3.3 SITE & EXECUTION 51
3.4 QUALITATIVE METHOD 52
3.4.1 Chosen Companies 52
3.4.2 Chosen Participants 53
3.5 QUANTITATIVE METHOD 54
CHAPTER 4 - FINDINGS & DISCUSSION 56
4.1 QUALITATIVE FINDINGS 56
4.1.1 Environmental Determinants 57
4.1.2 Individual Determinants 60
4.1.3 Structural Determinants 72
4.2 QUALITATIVE RESULTS SUMMARY 97
4.2.1 Direct Determinants 97
4.2.2 Indirect Determinants 99
4.3 SUPPORTIVE QUANTITATIVE FINDINGS 101
4.3.1 Overall Reasons to Stay 103
4.3.2 Overall Reasons to Leave 104
4.4 QUANTITATIVE RESULTS SUMMARY 105
4.5 DATA CONGRUENCY 106
4.5.1 Overlapping Findings 107
4.5.1a Intentions to Stay 107
4.5.1b Intentions to Leave 109
4.5.2 Differential Findings 110
4.5.2a Intentions to Stay 110
4.5.2b Intentions to Leave 111
4.6 FINAL REFLECTIONS 112
CHAPTER 5 – CONCLUSION & SUGGESTIONS 114
5.1 IMPORTANT FINDINGS 114
5.2 CONCLUSION 117
5.3 MANAGERIAL IMPLICATIONS 121
5.4 LIMITATIONS 126
5.5 SUGGESTED FUTURE RESEARCH 126
6. BIBLIOGRAPHY 130
7 APPENDICIES 136
APPENDIX 1 - QUALITATIVE DATA REQUIREMENTS TABLE 136
APPENDIX 2A – QUALITATIVE INTERVIEW RESPONSE EXTRACTION (ENVIRONMENTAL CATEGORY) 138
APPENDIX 2B – QUALITATIVE INTERVIEW RESPONSE EXTRACTION (INDIVIDUAL CATEGORY) 139
APPENDIX 2C – QUALITATIVE INTERVIEW RESPONSE EXTRACTION (STRUCTURAL CATEGORY) 143
APPENDIX 3 – QUALITATIVE DATA (ONLINE QUESTIONNAIRE) REQUIREMENTS 152
APPENDIX 4A – REASONS THAT CONTRIBUTE TO RETENTION 159
APPENDIX 4B – REASONS THAT CONTRIBUTE TO TURNOVER 162
APPENDIX 5 – DETERMINANT SIGNIFICANCE, CONTROLLABILITY AND POTENTIAL INFLUENCE 165
APPENDIX 6 –PROPOSED DESIGNER’S PLAIN OF EVALUATION 166
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