實施不同核心工時制度對高科技產業員工的工作感受與工作績效之影響研究

企業價值的實踐者是員工，為提升員工的認同度，彈性工時不只能夠讓員工擁有充裕時間調適抒發工作壓力，並且重新檢視個人與家庭生活，當員工身心發展健全的情況下，員工也才能夠持續為公司努力，提升工作感受進而影響個人工作績效。本研究的目的有二：(1)探討不同工時制度底下員工的工作感受及工作績效的差異情形，(2)探討實施不同核心工時制度底下員工的工作感受對工作績效的影響。為了瞭解個案公司員工的工作感受，本研究實施問卷調查法，並採用自編的「工作感受量表」，以個案公司在台北總部的120名員工為研究對象進行普查。普查資料回收後併同個案公司近二年員工績效評分結果進行統計分析，以交叉驗證本研究假設。本研究共獲致三項結果：(1)高科技產業員工在不同核心工時制度底下的工作感受之工作壓力構面具有顯著差異，假設1部分成立，(2)高科技產業員工在不同核心工時制度底下的工作績效沒有顯著差異，假設2不成立，(3)高科技產業員工在彈性工時制度的工作感受之工作動機構面與工作績效具有顯著正向影響，假設3部分成立。本研究最後並根據研究結果提出管理實務上的建議，藉此提升員工的工作感受與工作績效，達成個案公司永續經營之目標。

關鍵字

工作投入；工作動機；工作壓力；工作滿意度；工作績效；核心工時

並列摘要

The practitioner of corporate value is employees. In order to improve employee recognition, flexible working hours not only allow employees having sufficient time to adjust and express work pressure, but also re-examine personal and family life. When employees develop physically and mentally, employees can continue to work hard for the company and to improve work feeling which in turn affects individual job performance as well. There are two purposes of this research: (1) To explore the differences of employees' work feeling and job performance between two different working hours systems. (2) To explore the impact of employees' work feeling on job performance under the implementation of two core working hours systems. In order to understand the working feelings of the employees in the case company, this research implemented a questionnaire survey. The research object involved 120 employees of the case company's headquarter in Taipei and conducted a census on them. The research tool adopted Work Feeling Scale to collect research data. The researcher used SPSS version 23 to analyze the census data and annual performance scores for the last two years which were retrieved from the case company to cross-validate the hypothesis of this research. The results of this research have three items: (1) There are significant differences in the work pressure profiles of work feeling for high-tech industry employees between flexible working hours and fixed working hours systems. Hypothesis 1 is partially established, (2) There is no significant difference in job performance for high-tech industry employees between flexible working hours and fixed working hours systems. Hypothesis 2 is not established. (3) There are significant differences in the work motivation profiles and job performance for high-tech industry employees between flexible working hours and fixed working hours systems. Hypothesis 3 is partially established. Based on the research results, the study hase made some recommendations for management practices. In this way, employees' work feeling and job performance will be improved, and the goal of sustainable operation of the case company can be achieved.