國立科學工藝博物館館員工作滿意度之研究

Study on Job Satisfaction of Museum Staff in the National Science and Technology Museum

陳淑菁(Shu-Ching Chen)

《科技博物》 6卷1期 (2002/01) Pp. 4-16

https://doi.org/10.6432/TMR.200201.0004

摘要

本研究旨在了解國立科學工藝博物館館員的工作滿意度，了解人口統計變項與工作滿意之間的關係，並與1997年研究結果（李盈盈，民86）進行比較，了解館員工作滿意度是否隨時間而有所改變，最後結合管理學理論提出提高工作滿意程度的建議。
依據分析結果，本館員工的整體工作滿意程度，較諸一般事業單位、社教機構並不差，並顯著高於1997年的研究結果，僅有年資、工作部門對整體滿意程度造成影響。
「內在滿意」構面部分，本館員工對工作本身相當滿意。所有的背景因素對內在滿意程度均不造成影響，且並未顯著高於1997年的研究結果。滿意度最高的是「在工作中能為別人服務的機會」，「能夠不違背良心地做事」次之，第三則是「工作穩定性」。滿意度較低的三項則是「忙碌的程度」、「會使同仁或朋友對我“刮目相看”（社會地位）」、與「所得到的成就感」。
「外在滿意」構面部分，本館員工對工作的外在環境相當滿意，僅有年資、工作部門對外在滿意程度造成影響，並顯著高於1997年的研究結果。滿意度最高的是「工作環境」，「和同仁間相處的情形」次之，第三則是「完成工作後所得到的讚美」。滿意度較低的三項則是「升遷的機會」、「本館執行決策的方法」與「主管的決策能力」。

關鍵字

博物館 ； 工作滿意

並列摘要

This study is intended to understand the satisfaction derived from work, and the relation between variables of population statistics and job satisfaction of the museum staff in the National Science and Technology Museum. The findings were compared with those from a 1997 survey to examine whether job satis-faction has changed over time. This study concludes with suggestions from current management theories on methods to increase job satisfaction.
The analysis of findings shows that the job satisfaction of the Museum staff is similar to that of other companies as well as social and educational institutions. It is significantly higher than that of 1997. However, employee seniority and department may affect general job satisfaction.
In the ”Intrinsic Satisfaction” section, the Museum staff indicated that they were quite satisfied with their work. All background factors did not affect intrinsic satisfaction, and the findings were not significantly higher than that of 1997. Among the most important sources of satisfaction, ”opportunities to provide service for others” received the highest scores and was followed by” being able to work with conscience, ”and” stability of work ”was ranked the third. The lowest three ratings were ”busy work,” ”receiving” admirable ”looks or respect from colleague or friends,” and ”achievement from work.”
In the ”Extrinsic Satisfaction” section, the Museum staff was greatly satisfied with extrinsic conditions. However, seniority and department affected extrinsic satisfaction and the general results were higher than that of 1997. The ”working conditions” category received the highest scores followed by ”interaction between colleague,” and ”praise earned after work” The lowest three choices were ”promotion opportunities,” ”executive method of Museum policies” and ”director's ability to make policy decisions.” Cross analysis of background information indicates that seniority and department primarily affects extrinsic satisfaction.
According to performance evaluation management theory, a few methods can be applied to increase job satisfaction, such as creating performancestandards derived from the work analysis and implementing a fair performance evaluation system. This will avoid unfair feelings and decrease job satisfaction when the staff performs self-evaluations and compares the differences between themselves and others.
McClelland mentioned in the ”acquired need theory” that one of the methods to increase the employee satisfaction and promotion opportunities for the Museum staff is to diversify work and to establish appropriate and objective promotion system in order to fulfill the needs of achievement and the needs of acquiring power.
As in most firms, seniority affects satisfaction from work. Previous research has also pointed out that staff at public, private, state-own and social institutes feel that seniority affects satisfaction from work. Different policies should be created according to seniority in order to increase the worker satisfact.
Compared to the 1997 findings, extrinsic satisfaction of the Museum staff was significantly increased, but the changes of intrinsic satisfaction was insignificant. According to the Job Enrichment Model, suggested by J. Richard Hackman and Greg Oldham, when habitual and routine work is sometimes alternated with work that is challenging, complicated and diverse, employees have a higher sense of achievement (Huang, Ying-Chung, 1998). Moreover, conducting different on-job training and moving employees to different departments at certain intervals according to staff preferences characters (translated by Kao, Jian-Chung, 1990.) may reduce boredom and increase dedication to the company.

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