隨著全球觀光人口逐步上升，對於產業人才的需求也與日俱增，根據世界旅遊委員會的報告指出，到2022年的時候，東北亞地區的觀光產業佔全體GDP的比例將會達到最高，另外根據行政院觀光局2014年的統計指出，過去三年來國內的各項觀光指標也都呈現穩定上漲的趨勢，因此本研究將針對這個社會狀況，探討影響觀光產業人才行為表現的重要因素，尤其是旅遊業高階領導人員對第一線服務人員的影響。

本研究透過隨機抽樣問卷調查，調查分為兩個層級，在組織層級方面針對的是全國50間綜合旅行或分公司的高階領導人員，個人層級方面則針對這些單位的第一線服務人員，共計250位，主旨在探討轉換型領導、高績效人力資源實務、知覺組織支持和第一線人員服務行為之關係，並對所蒐集的資料進行描述性統計、因素分析、信效度檢定、單因子變異數分析(One-Way ANOVA)、線性迴歸與階層線性模型(Hierarchical Linear Modeling, HLM)等統計分析。
　　研究結果顯示，旅行業的高階領導人員藉由轉換型領導及高績效人力資源實務的積極性作為，能讓第一線員工對於知覺組織支持產生正向影響，並進而有效地影響第一線人員的服務行為，使員工在工作上不論是角色內的行為或是角色外的行為，均能符合企業的目標及使命。因此本研究的貢獻在於使旅遊產業能夠了解，藉由提升第一線員工的知覺組織支持，能對於其服務行為產生積極性影響，而要讓第一線員工的知覺組織支持提升，則有賴於高階領導人員的轉換型領導及高績效人力資源實務來運作，使企業及員工之間能夠共創雙贏的局面。

As travel population grows worldwide, there is an increasing demand for professional talents. According to a report by the World Travel and Tourism Council, the ratio of travel industry to GDP in Northeast Asia would run ahead of the rest of the word by 2022. And according to the statistics by the Tourism Bureau of the Executive Yuan in 2014, the various domestic travel indexes have shown a stable rising trend in the past three years. So, this study will pay attention to this social situation and discuss the import factors that influence personnel performance in the tourism sector, in particular the effect of high-level travel industry leaders on the front-line service staff.

A random sampling questionnaire survey was conducted in this study, which falls into two levels. There are 300 respondents, including the high-level managers of 50 national conglomerate travel agencies or branches at the organizational level and other the front-line service staff of these organizations at the individual level, were interviewed, aimed at discussing the relationship between transformational leadership, high-performance human resource practice, perceived organizational support and front-line service behavior. Then, this research would use several statistical analyses, including descriptive statistic, factor analysis, reliability and validity test, one-way ANOVA, linear regression and hierarchical linear modeling (HLM), were carried out on the data collected.

The research result shows that by means of transformational leadership and high-performance human resource practice, the high-level travel industry leaders can enable the front-line staff to positively affect perceived organizational support, and then effectively influence the front-line service behavior, so that the staff’s in-role and extra-role behaviors should be in accordance with enterprise objectives and missions at work. Therefore, the contribution of this study is that it can bring it home to the travel industry that enabling the front-line staff to enhance perceived organizational support can positively affect the front-line service behavior. In addition, the enhancement of perceived organizational support relies on high-level leaders’ transformational leadership and high-performance human resource practice, which could help achieve a win-win situation between an enterprise and its members.

論文審定書 i
中文摘要 ii
English Abstract iii
1. Introduction 1
1.1 Research Motivation and Background 1
1.2 Research Objective 7
1.3 Interrogation of Important Terms 10
1.4 Research Process 15
2. Literature Review 19
2.1 Transformational Leadership 19
2.2 High-performance Human Resource Practice 28
2.3 The Relationship between Transformational Leadership, High-performance Human Resource Practice and Staff Service Behavior 31
2.4 Perceived Organizational Support, Transformational Leadership and High-performance Human Resource Practice 34
2.5 The Relationship between Perceived Organizational Support and Front-line Staff ServiceBehavior 44
3. Research Method 47
3.1 Research Structure 47
3.2 Definition and Measurement of Research Variable operability 49
3.3 Research Object and Process 54
3.4 Hierarchical Linear Modeling 71
3.5 Data Analysis Method . 80
4. Research Result Analysis 83
4.1 The Relationship between Transformational Leadership, High-performance Human Resource Practice and Front-line Staff Service Behavior 83
4.2 The Relationship between Transformational Leadership, High-performance Human Resource Practice and Perceived Organizational Support 86
4.3 The Relationship between Perceived Organizational Support and Front-line Staff Service Behavior 88
4.4 The Mediating Effect of Perceived Organizational Support on Transformational Leadership,High-performance Human Resource Practice and Front-line Staff Service Behavior 90
5. Conclusions and Suggestions 94
5.1 Research Results and Discussions 94
5.2 Research Limitations 99
5.3 Research Suggestions 100
REFERENCES 106
Appendix 1 Questionnaire issued travel agency name and related information 115
Appendix 2 Questionnaire 117

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