本研究乃探討角色模糊、組織承諾、留任意願、主管支持與激勵措施間之關連性，透過相關文獻探討來建構理論架構並經由問卷方式調查法，以翰林國際茶餐飲連鎖集團之現場服務人員為研究對象，總計發放243份問卷，有效回收問卷樣本數為185份，有效回收率為76.1%。
　　經過統計分析後，研究結果顯示角色模糊愈高時，則其組織承諾則愈低，而組織承諾低時，則會降低員工任意願；加入組織承諾做為角色模糊與留任意願之中介變項時，在降低角色模糊及提升留任意願有顯著效果；加入主管支持為角色模糊與組織承諾之調節變項時，僅對於降低角色模糊有顯著影響，但在組織承諾的提升上卻無明顯的效果；加入激勵措施為組織承諾與留任意願之調節變項時，僅對於提升組織承諾有顯著影響，但在留任意願的提升上卻無明顯的效果。

SUMMARY

This study aimed to investigate the association between role ambiguity, organizational commitment, intention to stay, supervisory support and motivation. Based on the results of literature reviews, a structured questionnaire was constructed and issued. Objects were recruited from the restaurant staff at Han-Lin group. There were 243 questionnaires issued, with 185 (76.10%) valid sample returned.

The results of the statistical analysis shows that higher the level of role ambiguity is
associated with lower level of organizational commitment. Low level of organizational commitment is related with lower the level of intention to stay. While adding organizational commitment as the mediator of role ambiguity and intention to stay, the effect of decreasing role ambiguity and increasing intention to stay was statistically significant. Moreover, using supervisory support as moderator to role ambiguity and intention to stay, role ambiguity decreased significantly but no effect on increasing organizational commitment. Motivation system as moderator to organizational commitment and intention to stay significantly increased the organizational commitment but intention to stay.

INTRODUCTION

Catering services requires frequent interpersonal contact. The overall quality depends on the performance and attitude of first line staff. In order to preserve market competitiveness, company should improve the quality and stability of service staff performance by training program and standardized operating protocol. By increasing customer satisfaction to maintain a sustainable business in this highly competitive industry. Human is the most valuable asset in the industry. The preservation and acumination of manpower is an important indicator for sustainable business. For modern industry, the biggest challenge is to increase the retention rate of valuable employee regardless of the size of the property, industry or market differentiate（Sunil Ramlall, 2004）. On other hand, high turn-over rate had become a common burden in the catering service (Lee, 2009). However, the frequent turn-over within the members of the organization increasing the cost, wasting time and resource on repeating employee training. Current employee had to adapt the high turn-over rate of their colleagues which add extra pressure to existing workload. It would cause low morale between employee and effect their performance which caused a vicious cycle. It will damage the company if the cycle persist. Facing the rapidly changing market, company cannot stay in the comfort zone as innovation or changing in the organization is inevitable. Members of the organization were constantly facing the process of organizational socialization. Therefore, stabilize the morale to increase the commitment to stay in the post became an important issue.

Zaccaro & Dobbins（1989, Kim et al.（1999）and Bettencourt & Brown （2003）supported that role ambiguity is negatively related with job satisfactory and organization commitment, therefore, the hypothesis 1(H1): role ambiguity has negative impact on organizational commitment; Steers in 1997 found that organizational commitment is highly related to intention to stay in positively direction. Also, Porter et al (1974) indicated that organizational commitment is a better predictor of intention to stay than job satisfaction, so hypothesis 2: organizational commitment is positively correlated with intention to stay; In Bluedorn (1982) resignation integration mode supported that role perception is negatively correlated to job satisfaction, job satisfaction is positively correlated with organizational commitment and organizational commitment is negatively correlated with turnover intention, so hypothesis 3: organizational commitment is a mediator to role ambiguity and intention to stay.

Fisher (1985) pointed out that supervisory and peer support is negatively correlated with job pressure and organizational commitment, and it’s more significant in higher level of support than in low level support, which indicated the existing of the confounding effect, hypothesis 4: supervisory support is negatively moderate to role ambiguity and organizational commitment. In Price & Mueller（1981）the causal model of resignation, intention to stay is a predictor for forecasting turnover behavior. Evidence suggested that salary, relationship with colleagues, internal communication, repetitive work, fairness of job assessment, chance of promotion are included in motivation system, and its related with intention to stay, hypothesis 5（H5a）：Extrinsic Motivation System is a significant positive moderator to organizational commitment and intention to stay and hypothesis 6 (H5b）:Intrinsic Motivation System is a significant positive moderator to organizational commitment and intention to stay

MATERIALS AND METHODS

This study was conducted in HanLin Group. The company was established by Mr. Tu Tsung at Tainan in October15th 198. In the means to provide high quality bubble tea, emerald green tea, literati tea for quality tea lovers. Since 2001, it has open varies signature style of HanLin Teashop in the major department stores, food court of highway service area and scientific campus throughout Taiwan. There are 38 retailer store and 403 employee in Taiwan.

The survey was conducted by paper questionnaire and distributed to the restaurant staff of HanLin Group. A total of 243 questionnaire was issues with total response rate of 76.10%. According to the study purpose and framework, collected data were analyzed by SPSS for factor analysis, reliability, descriptive analysis, Pearson analysis and regression.

RESULT

In Table 1 Person analysis, the impact of control variable to all variables. Age is significantly negative related to role ambiguity but positively related to motivation system. Years of employment and role ambiguity are significantly negative related. For the interacting between variables, role ambiguity has significantly negative impact on Organization commitment, intention to stay, supervisory support and motivation system. Organization commitment, intention to stay, supervisory support and motivation system are all in positive relation.

Table 1. Person analysis

Table2 is the multi-regression analysis result of role ambiguity on Organizational Commitment. In Model 2, the independent variable has significant impact（p=0.00 > 0.001）on Organizational Commitment, the β of role ambiguity is significant (-0.56***), and the explanatory power △R2=0.29 is increased. As the result, the H1 : role ambiguity has negative impact on Organizational Commitment is established.

Table 2. Multi-regression of RAM and OCM
Dependent Variable Independent Variable = OCM
Model 1 Model 2
Age 0.09 0.02
Marriage 0.01 -0.05
Service years 0.03 -0.01
Education 0.01 -0.05
RAM -0.56***
R2 0.01 0.31
Adj. R2 -0.01 0.29
△R2 0.29
F 0.56 15.79
p-value 0.69 0.00
”*” = p < 0.05；”**” = p < 0.01；”***” = p < 0.001
　　
Table3 is analysis result of the multi-regression on the Organizational Commitment and intention to stay. Model 2 shows independent variable has significant impact（p=0.00 > 0.001）on intention to stay, the β of organization commitment is significant (0.72***), and the explanatory power △R2=0.51 is increased. As the result, the H2 : Organizational Commitment has positive impact on intention to stay is established.

Table 3. Multi-regression of COM and IS
Dependent Variable Independent Variable = IS
Model 1 Model 2
Age 0.11 0.04
Marriage 0.06 0.03
Service years -0.11 -0.13
Education -0.08 -0.09
OCM 0.72***
R2 0.03 0.54
Adj. R2 0.00 0.53
△R2 0.51
F 1.20 41.79
p-value 0.31 0.00
”*” = p < 0.05；”**” = p < 0.01；”***” = p < 0.001

Table4 indicates the multi-regression of role ambiguity, Organizational Commitment and intention to stay. Model 3 shows dependent viable has significant （p=0.00 > 0.001） on intention to stay, the β of organization commitment is significant (0.68***), R2=0.54 and F=35.18. As the result, the H4 : Organizational Commitment is a mediator for role ambiguity and intention to stay is established.
Table 4. Multi-regression of RAM, OCM and IS
Dependent Variable Independent Variable = IS
Model 1 Model 2 Model 3
Age 0.11 0.05 0.04
Marriage 0.06 -0.02 0.01
Service years -0.11 -0.13 -0.13*
Education -0.08 -0.13 -0.10
RAM -0.46*** -0.08
OCM 0.68***
R2 0.03 0.22 0.54
Adj. R2 0.00 0.20 0.53
△R2 0.20 0.32
F 1.20 10.23 35.18
p-value 0.31 0.00 0.00
”*” = p < 0.05；”**” = p < 0.01；”***” = p < 0.001

Table5 indicates the multi-regression of Organizational Commitment, Extrinsic Motivation System and intention to stay. While comparing model2 and model 3 shows no significant (β=0.07) on the interaction effect between role ambiguity and supervisor support. The explanatory power is slightly increased but the F value decreased, therefore, the H4 : Supervisory support has negative impact on the Organizational Commitment is not established.

Table 5. Multi-regression of RAM and OCM with moderator ES
Dependent Variable Independent Variable = OCM
Model 1 Model 2 Model 3
Age 0.09 0.02 0.02
Marriage 0.05 -0.03 -0.02
Service years 0.03 -0.00 -0.00
Education 0.01 -0.07 -0.07
RAM -0.46*** -0.42
ES 0.22** 0.18
RAM ╳ ES 0.07
R2 0.01 0.34 0.34
Adj. R2 -0.01 0.32 0.32
△R2 0.33 0.00
F 0.56 15.57 13.27
p-value 0.69 0.00 0.00
”*” = p < 0.05；”**” = p < 0.01；”***” = p < 0.001

Table6 shows that multi-regression of Organizational Commitment, Extrinsic Motivation System and intention to stay. While comparing model2 and model 3 shows no significant (β=0.49) on the interaction between organization commitment and intrinsic motivation system. The explanatory power is slightly increased but the F value decreased, therefore, the H5a : Extrinsic Motivation System has positive impact on the Organizational Commitment and intention to stay is not established.

Table 6. Multi-regression of OCM and IS with moderator EIM1
Dependent Variable Independent Variable = IS
Model 1 Model 2 Model 3
Age 0.11 0.05 0.06
Marriage 0.06 -0.03 -0.03
Service years -0.11 -0.09 -0.10
Education -0.08 -0.06 -0.07
OCM 0.68*** 0.42*
EIM1 0.24*** 0.13
OCM ╳ EIM1 0.49
R2 0.03 0.59 0.59
Adj. R2 0.00 0.57 0.58
△R2 0.56 0.01
F 1.20 42.40 37.00
p-value 0.31 0.00 0.00
”*” = p < 0.05；”**” = p < 0.01；”***” = p < 0.001
　　
Table7 shows that multi-regression of Organizational Commitment, Intrinsic Motivation System and intention to stay. While comparing model2 and model 3 shows no significant (β=0.95) on the interaction between organization commitment and intrinsic motivation system. The explanatory power is slightly increased but the F value decreased, therefore, the H5b : Intrinsic Motivation System has positive impact on the Organizational Commitment and intend to stay is not established.

Table 7. Multi-regression of OCM and IS with moderator EIM2
Dependent Variable Independent Variable = IS
Model 1 Model 2 Model 3
Age 0.11 0.06 0.07
Marriage 0.06 -0.02 -0.03
Service years -0.11 -0.13* -0.16**
Education -0.08 -0.07 -0.07
OCM 0.65*** 0.09
EIM2 0.23*** 0.36
OCM ╳EIM2 0.95
R2 0.03 0.58 0.60
Adj. R2 0.00 0.57 0.58
△R2 0.56 0.02
F 1.20 41.29 37.62
p-value 0.31 0.00 0.00
”*” = p < 0.05；”**” = p < 0.01；”***” = p < 0.001

CONCLUSION

High employee turn-over rate has been came a burden in catering industry in recent years. Recruitment and retaining in the post are two major issues for the stability of manpower market. Using the contrary thinking skill, to improve the retention rate of current skilled employee instead of focusing on lowering the remission rate should be the priority issue of people in the manager level.

The company should set up rules, such as: organized job description or implementation of training program in order to improve role ambiguity, to increase organizational commitment of employee. An employee whose higher level of organizational committeemen indicated a higher level of contribution and loyalty to employer. For the catering business, the sincerity while providing customer services associated with customer satisfaction, as the result, the employee has higher scarification toward his job in tears of increased intention to stay.

This is a singer business group study, therefore, the generalization of the study findings should be carefully evaluated while applying to another industrial group. For future study, a larger scale or a study on another business group are strongly recommended for increasing the generalization of.

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