工作生活品質對組織承諾之影響探討─以員工個人屬性為干擾變項

The Effects of Quality of Work Life on Organizational Commitment—Personal Traits as the Moderator

黃家珍(Chia-Chen Huang)

指導教授 ： 黃同圳

國立中央大學/管理學院/人力資源管理研究所/碩士(2006年)

摘要

近年來隨著社會的變遷、經濟的成長、人民知識與生活水準的提高，讓企業內的員工除了追求休閒生活品質的提升外，也逐漸重視工作生活品質（quality of work life，QWL）的重要性。過去研究發現工作生活品質方案可增加公司承諾，改善勞資關係，如此可見工作生活品質的優劣是決定員工與組織關係的重要關鍵，因此本研究欲進一步探討員工工作生活品質知覺與組織承諾間的關聯性。
然而，工作生活品質對不同個人往往具有不同的涵義，故企業管理者應先設法了解不同個人屬性員工對工作生活品質的偏好與需求，針對這些不同需求，提供不同的工作生活品質構面並加以強化，如此方可讓員工對工作滿意，進而提升其組織承諾。因此，本研究亦將探討對於不同個人屬性的族群，如何藉由提升員工的工作生活品質知覺，進而提高其組織承諾。
本研究採取問卷調查法，蒐集個案公司有效問卷共1229份，研究結果發現：
一、個案公司員工目前所感受的工作生活品質雖達能接受的程度，但仍未達滿意的水準（最不滿意薪資獎金）。此外，員工目前具有不錯的組織承諾。
二、個人屬性變項的性別、年齡、年資、教育程度、婚姻狀況及職等僅對部分工作生活品質構面產生顯著差異；對於組織承諾，除了年資變項外，其他個人屬性變項對組織承諾的影響皆產生顯著差異。
三、工作生活品質滿意度確實會影響員工的組織承諾，若就個別工作生活品質構面來看，除了「上司態度」與「同仁合作」外，皆對組織承諾有顯著的正向影響力，依影響程度排列分別為「升遷發展」、「工作特性」、「福利」、「訓練與學習」、「工作與家庭關係」及「薪資獎金」。
四、個人屬性中性別、年齡、年資、教育程度、婚姻狀況及職等的差異，確實會在工作生活品質對組織承諾的影響關係中，產生顯著的干擾效果。在性別上，「升遷發展」、「工作特性」、「訓練與學習」及「上司態度」對男性組織承諾的影響效果大於女性；而「福利」及「薪資獎金」對女性組織承諾的影響效果大於男性。在年齡上，「工作特性」、「訓練與學習」及「薪資獎金」對年輕者組織承諾的影響效果大於年長者；而「升遷發展」及「福利」對年長者組織承諾的影響效果大於年輕者。在年資上，「工作特性」、「訓練與學習」及「工作與家庭關係」對年資淺者組織承諾的影響效果大於年資深者；而「升遷發展」、「福利」及「同仁合作」對年資深者組織承諾的影響效果大於年資淺者。在教育程度上，「福利」及「訓練與學習」對低學歷者組織承諾的影響效果大於高學歷者；而「升遷發展」及「工作特性」對高學歷者組織承諾的影響效果大於低學歷者。在婚姻狀況上，「工作特性」、「福利」及「工作與家庭關係」對已婚者組織承諾的影響效果大於未婚者；而「升遷發展」、「訓練與學習」及「上司態度」對未婚者組織承諾的影響效果大於已婚者。在職等上，「工作特性」、「訓練與學習」及「上司態度」對低階員工組織承諾的影響效果大於高階員工；而「升遷發展」及「福利」對高階員工組織承諾的影響效果大於低階員工。

關鍵字

工作生活品質 ； 組織承諾 ； 個人屬性 ； 干擾效果

並列摘要

Nowadays, to improve the quality of work life for employees is a popular trend in human resources management. Previous research also indicated that QWL programs can enhance employees’ organizational commitment and labor relations. However, the quality of work life often has different meanings to different individuals. Therefore, this study aims to holistically examine the impact of quality of work life on organizational commitment in retail industry and further explore the moderating role of personal traits (gender, age, tenure, education, marital status and job grade) in the relationship between quality of work life and organizational commitment.
Using a sample of 1229 from a leading DIY retailer in Taiwan, the important results of the study are as follows:
1.The average of the employees’ perceptions toward QWL can be accepted now but does not reach the satisfactory level yet (most unsatisfied with the salary and bonus). In addition, employees have good organizational commitment at present.
2.Personal traits such as gender, age, tenure, education, marital status and job grade are found significant differences in some QWL dimensions and organizational commitment (except tenure).
3.The overall QWL and its eight dimensions have significantly positive effects on employees’ organizational commitment (except leadership and interpersonal cooperation). In order of effects are promotion and development, job characteristics, benefits, training and learning, work-family relationship, salary and bonus.
4.Personal traits (gender, age, tenure, education, marital status and job grade) are found to have moderating effects on the relationship between quality of work life and organizational commitment. In terms of gender, "promotion and development", "job characteristics", "training and learning" and "leadership" have greater influence on male employees’ organizational commitment; "benefits" and "salary and bonus" have greater influence on female employees’ organizational commitment. In terms of age, "job characteristics", "training and learning" and "salary and bonus" have greater influence on the younger employees’ organizational commitment; "promotion and development" and "benefits" have greater influence on the elder employees’ organizational commitment. In terms of tenure, "job characteristics", "training and learning" and "work-family relationship" have greater influence on the junior employees’ organizational commitment; "promotion and development", "benefits" and "interpersonal cooperation" have greater influence on the senior employees’ organizational commitment. In terms of education, "benefits" and "training and learning" have greater influence on the lower-educated employees’ organizational commitment; "promotion and development" and "job characteristics" have greater influence on the higher-educated employees’ organizational commitment. In terms of marital status, "job characteristics", "benefits" and "work-family relationship" have greater influence on married employees’ organizational commitment; "promotion and development", "training and learning" and "leadership" have greater influence on unmarried employees’ organizational commitment. In terms of job grade, "job characteristics", "training and learning" and "leadership" have greater influence on the lower-grade employees’ organizational commitment; "promotion and development" and "benefits" have greater influence on the higher–grade employees’ organizational commitment.

並列關鍵字

organizational commitment ； personal traits ； moderating effects ； Quality of work life

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