|Author's Email Address
||This thesis had been viewed 5351 times. Download 3 times.|
||Human Resource Management|
|Type of Document
||The effects of social support on new employees' role behaviors|
|Date of Defense
||supervisor social support
peer social support
||The manpower survey conducted by 1111 job bank revealed that 66% of enterprises suffered from lack of manpower. Furthermore, 50.6% of them regard “recruiting” as the most difficult part in the overall hiring process. In general, most enterprises agree “high turnover” is the most serious problem in Taiwan job market. Therefore, recently there are many studies focusing on “new employees”. The aim is to find out how to implement managerial practice to improve new employees’ high turnover issue as well as enhance their performances. The research is to study the effects of peers’ and supervisors’ social support on new employees’ role behaviors. Moreover, we investigate if there is correlation between social support and group cohesiveness, and if this correlation will further influence new employees’ role behaviors.|
The relationship among peer support, supervisor support, group cohesiveness, in-role behaviors and extra-role behaviors are discussed. Through conducting a survey on new employees, we collected 103 valid questionnaires. The results show (1) The effects of peers’ and supervisors’ support can positively predict group cohesiveness; (2) The effects of group cohesiveness partially and positively predict role behaviors; (3) The effects of social support have partial positive impact on role behaviors; (4) Group cohesiveness doesn’t have mediating effect between social support and role behaviors.
We propose two suggestions for managerial practice based on this study:
1. Implement mentor program and stimulate teamwork.
2. Enhance group cohesiveness.
||Huang, Liang-Chih - chair|
Chen, Shu-Yuan - co-chair
Uen, Jin-Feng - advisor
Chen, Shyh-Jer - advisor
Indicate in-campus at 0 year and off-campus access at 5 year.|
|Date of Submission