人才的培育和穩定是企業成長與安定的重要因素,不僅民間企業如此,對公部門而言,人才的穩定與培育更加重要,因此就國軍人力資源之長期發展而言,人才的培育與穩定性成為一個相當重要的關鍵因素。 國內許多關於國軍人力資源方面研究之文獻,多半著重在離職傾向、組織認同、人格特質與工作滿意度…等之個人行為層面探討,鮮少以組織本身之組織公平性做為研究方向,因此本論文試圖以組織公平認知做為研究主體,並以國軍某M 單位為主要研究對象,使用質性研究方法對國軍某M 單位之志願役預備軍官進行深度訪談,探討組織公平認知與志願役預備軍官之工作心態、工作滿意度以及離職傾向之關聯性。 透過歸納分析深度訪談所得資料後提出組織制度標準與組織公平認知有所關聯,組織公平認知對工作心態及工作滿意度有正向之影響及工作心態及工作滿意度與離職傾向有所關聯等三項命題,遂結合第二章之文獻探討與工作實務引申相關管理意涵,希望透過本論文讓國軍有關單位瞭解並重視到組織制度標準關乎個人之組織公平認知,進而會對個人工作心態及工作滿意度產生影響等問題,希望在往後組織制度之增修能夠更加符合組織公平之原則,強化「留優汰劣」機制,進而達到國軍人力資源選人、用人、育人、留人之四大目標。
Cultivation and stabilization of talents are very important factors behind an enterprise’s growth and stabilization. It is not only true with non-governmental enterprises. For the public sector, stabilization and cultivation of talents are even more important. Therefore, in the aspect of long-term development of human resources in the military, cultivation and stabilization of talents are the key factors of high importance. In Taiwan, the focuses of most studies regarding military human resources are on discussions of personal behaviors such as turnover intention, cognition in organizations, personal characteristics and job satisfaction. There are very few studies about organizational justice in organizations. Thus, this study used perception of equity in organizations as the main body of the research and the M unit in the military as the research subject. A qualitative method was adopted. In-depth interviews were conducted with the volunteer reserve officers in the M unit in the military, to explore the relationships among volunteer reserve officers’ perception of organizational justice, individual working attitude, job satisfaction, and turnover intention. Through the data obtained from the in-depth interviews, it was found that individual perception of organizational justice did have influences on individual working attitude and job satisfaction, further leading to turnover intention of organization personnel. Therefore, it is hoped that, through this study, military units can put more emphases on issues related to fairness of organization systems, so that future revisions of organization systems can follow the principle of organizational justice, enhancing the “keeping the good and washing out the bad” mechanism, further reaching the four major goals of military human resources: selecting talents, using talents, educating talents, and retaining talents.