激勵制度對組織承諾之影響－以組織認同為調節變項

完善的激勵制度能有效激勵員工，將使員工獲得較高的需求滿足，進而產生較高的工作投入與生產力，故如何激勵員工是管理者關切的一大課題。組織承諾及組織認同在企業人事管理上也占有極大的因素。故本研究欲進一步探討組織承諾是否影響員工在職場的表現，並且是否與組織認同有關係，此三項為本研究欲探討之議題。過去研究中，Pearson（1991）經過實證發現生產力和激勵及工作滿足呈現正向關係，亦即對激勵的滿意度越高時，員工的生產力將會越高。Mowday, Steers, & Porter（1979）發現當個人認同自己的組織，並且願意致力於組織的目標與價值就會產生組織承諾。英國學者Tajfel（1974）所提出的社會認同理論（Social Identity Theory, SIT），社會認同理論對社會心理學的許多領域產生了非常重大的影響，包括群體動態，群際關係，偏見和陳規定型以及組織心理學。綜言之本研究針對激勵制度對員工在組織承諾及組織認同之影響上關係進行探討。本研究以各行業的員工為研究對象，根據 355 份有效問卷，以項目分析、信度分析、探索性因素分析、迴歸分析、層級迴歸分析、t檢定及變異數分析來驗證各研究假設，研究結果顯示如下：一、假設一獲得支持，激勵制度對於組織承諾有顯著正向影響。二、假設二獲得支持，組織認同對於組織承諾有顯著正向影響。三、假設三獲得支持，組織認同在激勵制度對組織承諾之影響有顯著正向影響。四、假設四獲得支持，組織認同在激勵制度對情感性承諾之影響有顯著正向影響。五、假設五獲得支持，組織認同在激勵制度對持續性承諾之影響有顯著正向影響。六、假設六獲得支持，組織認同在激勵制度對規範性承諾之影響有顯著正向影響。七、假設七獲得支持，不同的人口統計變項的工作者在激勵制度、組織認同及組織承諾上部分有顯著正向影響。最後，本研究建議企業應落實激勵制度，使職員有被尊重的感覺，對工作氣氛的營造自然具有正面效果。對表現優異或年資增長的職員應建立升遷機會，使職員覺得目前的工作是有前途的或未來是具有發展性的，以培養優秀人才，建立有效率的優秀行政團隊。本研究提供以上管理應用觀點給組織及企業的管理者，以期提升員工在組織內的工作績效，並增強員工的組織承諾、降低離職率。

關鍵字

激勵制度；組織承諾；組織認同

並列摘要

A complete incentive system can effectively motivate employeeswhich will enable employees to satisfy higher demand, and then will result in higher work input and productivity. Therefore, how to motivate employees is a major subject concerned by managers. Organizational commitment and organizational identity also play an importamt role in management ofHuman Resource. The main purpose of this study is to explore whether organizational commitments affect employee performance in the workplace as well as the relevanceof organizational identity,. These three items are the topics to be explored in this study. Past studies show that productivity, motivation and job satisfaction are positively related.That is to say, the higher satisfaction of incentives, the higher productivity of employees (Pearson, 1991). When an individual recognizes his or her organization,and be devoted to the goals and values of organization, which can bring organizational commitment (Mowday, Steers, & Porter, 1979). The theory of Social identity has had a very significant impact on many areas of social psychology, including group dynamics, intergroup relations, prejudice and stereotypes, and organizational psychology (Tajfel, 1974). In summary, this study explores the relationship of the impact of employees on organizational commitment and organizational identity toward incentives. This study is based on employees in various industries. Based on 355 valid questionnaires, Validation of each research hypothesis by project analysis, reliability analysis, exploratory factor analysis, regression analysis, hierarchical regression analysis, t-test and variable parameter analysis, the results of the study are as follows. Hypothesis 1 is supported：the incentive system has a significant positive impact on organizational commitment. Hypothesis 2 is supported：organizational identity has a significant positive impact on organizational commitment. Hypothesis 3 is rejected：organizational recognition has a significant positive impact on the incentives toward organizational commitment. Hypothesis 4 is rejected：organizational recognition has a significant positive impact on the incentive systems toward emotional commitment. Hypothesis 5 is rejected：organizational recognition has a significant positive impact on the incentives toward continuous commitments. Hypothesis 6 is rejected：organizational recognition has a significant positive impact on the incentive systems toward normative commitments. Hypothesis 7 is partially supported：workers with different demographic variables have a significant positive impact on incentives, organizational identity, and organizational commitment. Finally, this study suggests that companies should implement a stimulative system to make employees feel respected and have a positive effect on the working atmosphere. Companies should offer the opportunities of promotion towardexcellent or senior employees , and make employees feel the work at present promising by cultivating excellent employees as well as establishing an effective and excellent administrative team. This study provides the above management application perspectives to the managers of organizations and enterprises, with a view to improving the performance of employees in the organization, enhancing the organizational commitment of employees and lowering the turnover rate.