高績效員工特徵與行為對心理幸福感、留任意願之影響－以心理韌性為中介變項、員工協助方案為調節變項

新冠肺炎 (COVID-19)的爆發，如給了企業毫無預警的突襲檢查，讓早已做好準備的組織擁有自我審視的機會。然而，疫情帶來的影響，短時間內不會息止。組織中的關鍵人才是否皆已具備後疫情時代的新能力，能否全身心的專注於眼前工作當中，領導者應當重視並且隨時關注。Sarkar Fletcher (2014) 研究發現，擁有高績效員工特徵之員工，通常擁有較高且正向的心理適應，使他們表現出高程度的心理韌性，且能夠在苛刻的環境中脫穎而出。Mazzetti, Guglielmi, Topa (2020)研究發現，擁有高程度的心理韌性，更能夠正面面對負面事物，以非常好的方式回應並輕鬆處理，且越容易感受到專業優勢，進而產生更強的留下意願。Lin, Mutz, Clough, Papageorgiou (2017) 研究發現，精神上堅強的人能夠在壓力情況下保持更高水準的控制和信心，遇到困難愈容易以正向的方式化解，進而獲得更多的幸福感。Othausen et al. (2017) 研究發現，當幸福感程度越高時，則員工留任之可能性越高。綜言之，對於身處後疫情時代的組織來說，該如何引入員工協助資源，培育和幫助高績效人才，以韌性戰勝環境帶給組織的打擊，或透過員工心理幸福感的提升，進而降低關鍵人才的流失率，為本研究將探討的議題。故本研究欲探討高績效員工特徵與行為對心理幸福感和留任意願之影響，以心理韌性為中介變項、員工協助方案為調節變項。本研究根據文獻建立研究架構與八大假設，採便利抽樣與滾雪球抽樣進行問卷調查，以全台灣之在職工作者為研究對象，共回收有效問卷310份。經由敘述性統計分析、項目分析、因素分析、信度分析、獨立樣本T檢定、單因子獨立變異數分析、相關分析、迴歸分析、階層迴歸分析等統計方法進行各研究假說驗證，研究結果顯示八大假設皆成立或部分成立，重要結論如下： 1.高績效員工特徵與行為對心理韌性具有正向顯著影響。 2.心理韌性對留任意願具有正向顯著影響。 3.心理韌性在高績效員工特徵與行為對留任意願之影響上具有部分中介效果。 4.員工協助方案在高績效員工特徵與行為對心理韌性之影響上具有正向顯著調節效果。 5.心理韌性對心理幸福感具有正向顯著影響。 6.心理幸福感對留任意願具有正向顯著影響。 7.心理幸福感在心理韌性對留任意願之影響上具有部分中介效果。 8.部分人口統計變項之工作者在高績效員工特徵與行為、員工協助方案、心理韌性、心理幸福感及留任意願皆具有顯著差異。經上述結果，本研究建議：1. 培養高績效員工問題解決能力；2.培養員工充分的自我效能；3. 增強高績效員工對自身能力的信心；4. 針對員工協助方案之工作面加強；5. 建立明確清晰的團隊目標；6. 提升員工對週遭環境的掌控性；7. 給予員工自我價值展現之處。經研究結果發現，本研究之研究限制為：在問卷收集時間有限條件下，結果僅能對服務業之在職工作者得到歸納的結果，較難以代表各產業之在職工作者。此外，在高績效員工績效評估上，仍為受試者主觀心理態度填答的績效表現，以致填答狀況與實際績效是否有所差距仍有所疑慮。因此，本研究提出未來研究建議：1.依研究需求針對不同產業探討；2.以更客觀多元的方式進行高績效員工之衡量並延伸至更廣泛的層面。

關鍵字

高績效員工特徵與行為；員工協助方案；心理韌性；心理幸福感；留任意願

並列摘要

The novel coronavirus outbreak has brought unannounced inspections to businesses, giving prepared organizations a chance to look at themselves. However, the impact of the epidemic will not stop any time soon. Whether the key talents in the organization have the new capabilities in the post-pandemic era, and whether they can fully focus on the work at hand. Leaders should always pay attention to these issues. Sarkar Fletcher (2014) found that employees with the characteristics of high-performing employees usually have a high and positive psychological adaptation, which enables them to show a high degree of psychological resilience and be able to stand out in a demanding environment. Mazzetti, Guglielmi, Topa (2020) found that people with a high degree of mental toughness are more able to face negative things head-on, respond in a very good way and deal with them easily, feel professional advantages more easily, and are more willing to stay on the job. Lin, Mutz, Clough, Papageorgiou (2017) found that mentally strong people can maintain a higher level of control and confidence in stressful situations, and the easier it is to resolve difficulties in a positive way, and thus gain more Happiness. othausen et al. (2017) found that the higher the level of happiness, the higher the probability of employee retention. In summary, for organizations in the post-pandemic era. how to introduce employee assistance resources to nurture and help the high-performance employee. overcome the impact of the external environment with strong resilience. or through the improvement of employees' psychological well-being, the turnover rate of critical talents can be reduced. this will be discussed in this study. Therefore, this study aims to explore the impact of high-performance employee characteristics and behaviors on psychological well-being, retention－the Mediating Effect of Resilience, and the Moderating Effect of Employee Assistance Programs. This study established a research framework and eight major hypotheses based on the literature. Convenience sampling and snowball sampling were used to conduct a questionnaire survey. The research subjects were employed workers in Taiwan. a total of 310 effective subjects’ questionnaires had been collected. With methods of descriptive statistics analysis, critical ratio, factor analysis, reliability analysis, independent-sample t test, analysis of variance, correlation analysis, regression analysis and hierarchical regression analysis, the research results show that the eight hypotheses are all established or partially established. The results of this study can be concluded as the followimg: 1. There is a significantly positive influence on resilience by high-performance employee’s characteristics and behaviors. 2. There is a significantly positive influence on retention by resilience. 3. There is a partial mediating effect of resilience between the relationship of high-performance employee’s characteristics and behaviors and retention. 4. There is a significant moderating effect of employee assistance programs on the impact by the high-performance employee’s characteristics and behaviors to resilience. 5. There is a significantly positive influence on psychological well-being by resilience. 6. There is a significantly positive influence on retention by psychological well-being. 7. There is a partial mediating effect of psychological well-being between the relationship of resilience and retention. 8. Some demographic variables have significant differences on high-performance employee’s characteristics and behaviors, employee assistance programs, resilience, psychological well-being, and retention. Based on the above results, this study proposes: 1. Cultivate high-performance solving ability; 2. Cultivate employees' adequate self-efficacy problems; 3. Improve employees' confidence in their own abilities; 4. Increase the work surface for employee programs; 5. Establish clear and clear team goals; 6. Improve employees' control over the weekly environment; 7. Employee self-worth brings inspiration. The study results found that the research's ability is limited to： the results of the industry in the limited collection time, only to summarize the different results of the service industry in the career, which can better represent the on-the-job commendation of masterpieces. In addition, the performance evaluation of employees at high positions may be due to objective reasons, matching performance with performance, resulting in whether there is an impact on performance: 1. According to this research, future research suggestions are proposed for industry discussion; 2. In a more diverse and different way, the way high-performing employees work together, in a wider range of expressions.