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博碩士論文 etd-0611114-114608 詳細資訊
Title page for etd-0611114-114608
論文名稱
Title
改善台灣服務業人才留職率之探討
Improving Employee Retention for organizations in Taiwan service industry
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
85
研究生
Author
指導教授
Advisor
召集委員
Convenor
王喻平
Yu-Ping Wang
口試委員
Advisory Committee
余明助
Ming-Chu Yu
口試日期
Date of Exam
2014-06-19
繳交日期
Date of Submission
2014-07-11
關鍵字
Keywords
員工留職、工作滿意度、組織承諾、企業外部聲望認知、台灣服務業、內部行銷
employee retention, internal marketing, Taiwan service industry, job satisfaction, perceived external prestige, organizational commitment
統計
Statistics
本論文已被瀏覽 5724 次,被下載 765
The thesis/dissertation has been browsed 5724 times, has been downloaded 765 times.
中文摘要
服務業一直以來都面臨著員工高離職率的困擾. 身處服務業裡,但無相關策略來應對員工離職的公司也因此必須注入大量的時間與金錢來反覆的雇用以及訓練新員工,而這也令這些公司產生了大量且無謂的資金消耗,並也犧牲了經營效率. 高效率的員工留職策略能夠幫助這些身處服務業的公司降低實質上(員工訓練資金)與非實質上(時間以及力氣減少服務上錯誤的產生)的成本並提高其競爭力.
本論文將著重於尋找提高服務業中有效的員工留職策略. 藉由探討目前學術界中的相關理論 (如內部行銷, 工作滿意度, 組織承諾, 企業外部聲望認知以及離職意願), 並以目前任職於台灣服務業員工為研究目標所求得的量化分析結果做求證. 獲得的結論顯示出, 身處台灣服務業的公司可藉由加強內部行銷以及提高員工之組織承諾來提高員工留職率.
Abstract
Service industry has been known for its high employee turnover rate. With such nature, large amount of time and money are required for organizations, who lack of effective retention strategies, to inject into hiring and training new employees over and over again, and hence creating unnecessary yet substantial amount of costs whilst losing operational efficiency. An effective employee retention strategy can help organizations in service industry to reduce tangible (training costs) and intangible (time and efforts spend on training, less mistakes made) costs and increase competitiveness.
The purpose of this thesis aims to find out how organizations can improve employee retention in Taiwan service industry. In this thesis, relevant theories including job satisfaction, perceived external prestige, organizational commitment, internal marketing, and turnover intention are examined. Followed by a quantitative research targeting at employees who are currently working for organizations in Taiwan service industry. The research results drawn to the conclusion that applications of internal marketing and organizational commitment can both effectively enhance employee retention.
目次 Table of Contents
Table of Content
Acknowledgement i
Abstract (English) ii
Abstract (Chinese) iii

Chapter 1: Introduction 1
1.1 Research Motive 1
1.2 Research purpose 2
1.3 Research procedure 4
1.3.1 Research Flowchart 5

Chapter 2: Literature Review 6
2.1 The Nature of service industry 6
2.1.1 The four Characteristics of Service Operations 7
2.2 Employee turnover 12
2.3 Turnover intention 14
2.3.1 Definition 14
2.3.2 Turnover Intention vs. Job Satisfaction 15
2.4 Job Satisfaction 16
2.4.1 Definition 16
2.4.2 Job Satisfaction & Job Performance 17
2.4.3 Job Satisfaction & Employee Retention 18
2.5 Organizational Commitment 19
2.5.1 Organizational Commitment: Allen & Meyer’s three components model 20
2.5.2 Criticism over the Three-Components model 23
2.6 Perceived External Prestige 24
2.7 Internal Marketing 26
2.7.1 Definition 27
2.7.2 The Ten Internal Marketing Practices 29
2.8 Literature review: Summary 40

Chapter 3: Methodology 41
3.1 Research Structure 41
3.2 Research Hypothesis 41
3.3 Research Sampling 42
3.4 Research Measurements 43

Chapter 4: Findings and discussions 45
4.1 Descriptive Statistics 45
4.1.1 Age 45
4.1.2 Job Position 45
4.1.3 Employee Seniority 46
4.1.4 Company Established Length 46
4.1.5 Job Sectors 47
4.1.6 Company Scale 47
4.2 Reliability and Factor Analysis 47
4.2.1 Job Satisfaction 48
4.2.2 Internal Marketing: Motivation & Reward and Career Development 49
4.2.3 Turnover Intention 50
4.2.4 Perceived External Prestige 50
4.2.5 Organizational commitment 51
4.3 Correlation Analysis 52
4.4 Regression Analysis 53
4.4.1 Turnover Intention 53
4.4.2 Job Satisfaction 54
4.4.3 Perceived External Analysis 55
4.4.4 Organizational Commitment 56
4.5 Results of Hypothesis Test 57

Chapter 5: Conclusion and Suggestions 59
5.1 Conclusion 59
5.2 Suggestions 60
5.2.1 Creating hospitable working environment 60
5.2.2 Provide training for occupational skills and career developments 61
5.2.3 Maintain a harmonized working team 61
5.2.4 Maintain constant communication with employees 62
5.3 Research Limitations 63

References 65
Appendix 72
Appendix.1 Questionnaire for quantitative research 72
Appendix.2 Hom & Griffith’s Cost of Employee Turnover 75
Appendix.3 Research demographic analysis 76


Tables:
Table 1. Reliability and Factor Analysis: Job Satisfaction 48
Table 2. Reliability and Factor Analysis: Internal Marketing 49
Table 3. Reliability and Factor Analysis: Turnover Intention 50
Table 4. Reliability and Factor Analysis: Perceived External Prestige 51
Table 5. Reliability and Factor Analysis: Organizational Commitment 51
Table 6. Correlation, mean, and standard deviation 53
Table 7. Result of Regression Analysis (DV: Turnover Intention) 54
Table 8. Result of Regression Analysis (DV: Job Satisfaction) 55
Table 9. Result of Regression Analysis (DV: Perceived External Prestige) 56
Table 10. Result of Regression Analysis (DV: Organizational Commitment) 57
Table 11. Results for Hypothesis Test 57
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