激勵制度對社會工作者組織承諾影響之研究-以南投縣為例

受到新管理主義的影響，台灣在社會福利民營化的政策下，社會型非營利組織大幅成長，但也在市場競爭的機制下，導致工作條件與工作環境的惡化，而社會工作者人力不足與高流動率的情況下，政府雖重視人力的提升，但卻缺乏提高優秀社會工作者留任意願的相關策略，而社會工作專業有其獨特的工作特性與工作價值觀，在影響社會工作者組織承諾的因素中，個人背景、組織屬性與激勵制度有著怎樣的影響性，是這篇論文主要探究的問題。本研究以在南投縣工作的社會工作者為研究對象，運用量化研究的問卷調查法方式進行，發出量表問卷共計300份，回收264份，其中有效問卷252份，有效問卷回收率為84％。採用統計方法包括：描述性分析、平均數差異檢定、單因子變異量分析、皮爾森積差分析、因素分析與階層迴歸分析等統計方法加以處理，得到以下的結論：一、社會工作者對於激勵制度滿意度為中度偏高，但僅能維持基本工作動機與表現。二、社會工作者對內在激勵制度滿意度稍高於外在激勵。三、社會工作者最滿意的三項激勵制度分別為：同仁相處融洽、同仁相互合作與保險。四、社會工作者最不滿意的三項激勵制度分別為：晉升機會、加薪與公平考核制度。五、社會工作者認為激勵制度最應繼續保持的有6項，主要為基本勞動條件與主管及同儕互動關係；最先加強改善的有3項，主要為公平薪資與考核；優先順序最低的有2項，主要屬於工作發展。六、社會工作者個人背景因素有8項會影響組織承諾。其中需扶養人口數、服務年資、受任用資格與目前工作職位，為組織承諾有效預測因子。七、組織屬性中有3項會影響組織承諾，分別為「機構類型」、「機構創立年資」與「機構內社工員人數」。八、激勵制度與組織承諾總量表達到顯著相關，其中「薪資福利」、「領導管理」與「工作特性」為組織承諾有效預測因子。九、激勵制度與組織承諾兩個分量表皆有達到顯著相關，其中「薪資福利」與「領導管理」為留任承諾有效預測因子；「工作特性」與「工作夥伴」為投入承諾有效預測因子。

關鍵字

激勵制度；組織承諾；社會工作者

並列摘要

Affected by the new management doctrine, Taiwan privatization of social welfare policy, social Nonprofits substantial growth, but also under the market competition mechanism, resulting in the deterioration of working conditions and working environment, and the lack of social workers and human the case of the high turnover rate, although the government's attention to human promotion, but the lack of social workers remain outstanding willingness to improve relevant policies, and the social work profession has its own unique operating characteristics and work values, social worker at the organizational commitment factors, personal background, tissue properties and incentive system has a kind of influence, and is this paper is to explore the issue. In this study, a social worker in Nantou County to work for the study, questionnaire survey conducted quantitative research approach, the scale questionnaire issued a total of 300 were returned 264 copies, of which 252 valid questionnaires, the effective response rate was 84% . Using statistical methods include: descriptive analysis, the average difference test, single factor analysis of variance, Pearson product-moment analysis, factor analysis and statistical methods to deal with hierarchical regression analysis, the following conclusions: 1.The social worker incentive system for moderate satisfaction high, but only to maintain the basic motivation and performance. 2.The social worker in the incentive system of internal satisfaction slightly higher than extrinsic motivation. 3.Social workers most satisfied three incentive system are: get along with my colleagues, my colleagues and insurance mutual cooperation. 4.The social workers are most dissatisfied with three incentive system are: opportunities for promotion, pay and fair appraisal system. 5.Social workers argue that most incentive systems should continue to have six, the first three have to strengthen the improvement, the lowest priority have two. 6.Social workers have eight personal background factors affect organizational commitment. Which require dependent population, length of service, by appointment qualifications and present jobs as valid predictors of organizational commitment. 7.There are three organizational attributes affect organizational commitment, namely " type of institution ", " institution founded seniority " and " The number of social workers within the organization " . 8.Incentive systems and organizational commitment significantly related to the total amount of expression, including "compensation and benefits", "leadership and management" and "operational characteristics" as a valid predictor of organizational commitment. 9.Incentive systems and organizational commitment to achieve significant Jie two subscales related, including "compensation and benefits" and "leadership and management" to remain committed to the effective predictors; "operational characteristics" and "working partnership" as an effective predictor of investment commitments.