{"title":"管理21世纪的劳动力","authors":"O. Aina, K. Verma","doi":"10.23919/PANPACIFIC.2019.8696750","DOIUrl":null,"url":null,"abstract":"Organizations in the 21st century require managers who possess the ability to create employee satisfaction through the right leadership style. Boleslaw (2009) observed that some senior managers believe leadership is about power-holding to manipulate and control the employees. Such leadership style may cause employees’ dissatisfaction with their jobs and affect the performance of organizations operating in the competitive business environment. A quantitative correlational research study was conducted to investigate the relationship between leadership style of the senior managers and job satisfaction and commitment of the middle managers working at the corporate headquarters of a communications company in Atlanta, Georgia, USA. In the research study, 166 middle managers of the organization were involved. The middle managers implement organizational strategies, oversee departments within the organization, and report to their respective senior managers. The senior managers included the chief executive officers and the division heads who create strategies for the middle managers to implement. The independent variable examined in the quantitative correlational research study was the leadership style of the senior managers measured with the attributes of transformational, transactional, and laissez-faire leadership styles. The dependent variable was the job satisfaction of the middle managers and their commitment to the organization. The research instruments used to collect data for the current research study were the MLQ Rater Form 5X-Short to investigate leadership style, Job in General Survey (JIG) instrument to evaluate job satisfaction and Organizational Commitment Questionnaire (OCQ) to measure employee commitment to their organization. A demographic questionnaire was developed for the research study to describe the participants and analyze sub-groups of the participants. The statistical analysis SPSS Version 20.0 was used to collate data and calculate descriptive statistics such as mean, standard deviation, minimum, and maximum for each leadership style and overall job satisfaction. Descriptive statistics, Pearson correlation coefficient, the analysis of variance (ANOVA), and multiple regression analysis were used for the data analysis. Analysis of the data found that transformational leadership style has a positive correlation on employee job satisfaction and employee commitment. A higher level of job satisfaction and employee commitment for employees who had managers who exhibited transformational leadership was observed. Analysis of the demographic variables found that demographic variables moderated the relationship between leadership style of the senior managers and job satisfaction of the middle managers. The study found that employees, most especially, middle managers of communications industry preferred their senior managers to exhibit more of transformational leadership features, less of transactional leadership, and little or no of laissez-faire leadership styles. Accordingly, leaders in organizations can use the findings from the quantitative correlational research study to enhance positive changes such as increased job satisfaction, organizational commitment, unity of purpose, and organizational citizenship behaviors (OCBs) in their organizations.","PeriodicalId":6747,"journal":{"name":"2019 Pan Pacific Microelectronics Symposium (Pan Pacific)","volume":"1 1","pages":"1-9"},"PeriodicalIF":0.0000,"publicationDate":"2019-02-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"0","resultStr":"{\"title\":\"Managing 21st Century Workforce\",\"authors\":\"O. Aina, K. 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The middle managers implement organizational strategies, oversee departments within the organization, and report to their respective senior managers. The senior managers included the chief executive officers and the division heads who create strategies for the middle managers to implement. The independent variable examined in the quantitative correlational research study was the leadership style of the senior managers measured with the attributes of transformational, transactional, and laissez-faire leadership styles. The dependent variable was the job satisfaction of the middle managers and their commitment to the organization. The research instruments used to collect data for the current research study were the MLQ Rater Form 5X-Short to investigate leadership style, Job in General Survey (JIG) instrument to evaluate job satisfaction and Organizational Commitment Questionnaire (OCQ) to measure employee commitment to their organization. A demographic questionnaire was developed for the research study to describe the participants and analyze sub-groups of the participants. The statistical analysis SPSS Version 20.0 was used to collate data and calculate descriptive statistics such as mean, standard deviation, minimum, and maximum for each leadership style and overall job satisfaction. Descriptive statistics, Pearson correlation coefficient, the analysis of variance (ANOVA), and multiple regression analysis were used for the data analysis. Analysis of the data found that transformational leadership style has a positive correlation on employee job satisfaction and employee commitment. A higher level of job satisfaction and employee commitment for employees who had managers who exhibited transformational leadership was observed. Analysis of the demographic variables found that demographic variables moderated the relationship between leadership style of the senior managers and job satisfaction of the middle managers. The study found that employees, most especially, middle managers of communications industry preferred their senior managers to exhibit more of transformational leadership features, less of transactional leadership, and little or no of laissez-faire leadership styles. 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引用次数: 0
摘要
21世纪的组织需要管理者拥有通过正确的领导风格创造员工满意度的能力。Boleslaw(2009)观察到一些高级管理人员认为领导就是掌握权力来操纵和控制员工。这种领导风格可能会引起员工对工作的不满,并影响在竞争激烈的商业环境中运作的组织的绩效。本研究以美国乔治亚州亚特兰大市某通讯公司总部为研究对象,对高层管理人员的领导风格与中层管理人员的工作满意度和工作承诺之间的关系进行了定量的相关研究。在本研究中,共涉及该组织的166名中层管理人员。中层管理人员执行组织战略,监督组织内的部门,并向各自的高级管理人员报告。高级管理人员包括首席执行官和部门负责人,他们为中层管理人员制定实施战略。定量相关研究中考察的自变量是高层管理人员的领导风格,以变革型、交易型和自由放任型领导风格的属性来衡量。因变量为中层管理人员的工作满意度及其对组织的承诺。本研究收集数据的研究工具有:调查领导风格的MLQ评分表5X-Short、评估工作满意度的工作综合调查量表(Job in General Survey, JIG)和衡量员工对组织承诺的组织承诺问卷(Organizational Commitment Questionnaire, OCQ)。人口调查问卷是为研究开发的,以描述参与者和分析参与者的子群体。统计分析采用SPSS Version 20.0对数据进行整理,计算各领导风格和整体工作满意度的均值、标准差、最小值、最大值等描述性统计。数据分析采用描述性统计、Pearson相关系数、方差分析和多元回归分析。数据分析发现,变革型领导风格对员工工作满意度和员工承诺有正相关关系。我们观察到,拥有变革型领导的管理者的员工,其工作满意度和员工承诺水平更高。对人口统计变量的分析发现,人口统计变量对高层管理人员领导风格与中层管理人员工作满意度的关系有调节作用。研究发现,通信行业的员工,尤其是中层管理人员,更希望他们的高级管理人员表现出更多的变革型领导特征,较少的交易型领导特征,很少或没有自由放任型领导风格。因此,组织领导者可以利用定量相关研究的结果来促进组织中的积极变化,如提高工作满意度、组织承诺、目标统一和组织公民行为(ocb)。
Organizations in the 21st century require managers who possess the ability to create employee satisfaction through the right leadership style. Boleslaw (2009) observed that some senior managers believe leadership is about power-holding to manipulate and control the employees. Such leadership style may cause employees’ dissatisfaction with their jobs and affect the performance of organizations operating in the competitive business environment. A quantitative correlational research study was conducted to investigate the relationship between leadership style of the senior managers and job satisfaction and commitment of the middle managers working at the corporate headquarters of a communications company in Atlanta, Georgia, USA. In the research study, 166 middle managers of the organization were involved. The middle managers implement organizational strategies, oversee departments within the organization, and report to their respective senior managers. The senior managers included the chief executive officers and the division heads who create strategies for the middle managers to implement. The independent variable examined in the quantitative correlational research study was the leadership style of the senior managers measured with the attributes of transformational, transactional, and laissez-faire leadership styles. The dependent variable was the job satisfaction of the middle managers and their commitment to the organization. The research instruments used to collect data for the current research study were the MLQ Rater Form 5X-Short to investigate leadership style, Job in General Survey (JIG) instrument to evaluate job satisfaction and Organizational Commitment Questionnaire (OCQ) to measure employee commitment to their organization. A demographic questionnaire was developed for the research study to describe the participants and analyze sub-groups of the participants. The statistical analysis SPSS Version 20.0 was used to collate data and calculate descriptive statistics such as mean, standard deviation, minimum, and maximum for each leadership style and overall job satisfaction. Descriptive statistics, Pearson correlation coefficient, the analysis of variance (ANOVA), and multiple regression analysis were used for the data analysis. Analysis of the data found that transformational leadership style has a positive correlation on employee job satisfaction and employee commitment. A higher level of job satisfaction and employee commitment for employees who had managers who exhibited transformational leadership was observed. Analysis of the demographic variables found that demographic variables moderated the relationship between leadership style of the senior managers and job satisfaction of the middle managers. The study found that employees, most especially, middle managers of communications industry preferred their senior managers to exhibit more of transformational leadership features, less of transactional leadership, and little or no of laissez-faire leadership styles. Accordingly, leaders in organizations can use the findings from the quantitative correlational research study to enhance positive changes such as increased job satisfaction, organizational commitment, unity of purpose, and organizational citizenship behaviors (OCBs) in their organizations.