個人與組織工作價值觀契合度與組織承諾關係：以A高科技公司為例

Effects of person-organization work value fit on organizational commitment: A study of one high-tech enterprise in Taiwan

蘇姿先(Tzu-Hsien Su)

指導教授 ： 李誠

國立中央大學/管理學院/人力資源管理研究所/碩士(2013年)

摘要

現代企業視知識工作者為創造價值的主要來源，為了激發員工創造價值，個人與組織建立的連結關係，不再僅求員工被動地留在組織，如何讓員工願意投注心力、視組織成長為自身職涯發展前景，甚或認同組織理念與價值觀，對組織的承諾度更加緊密且難以輕易被取代，已是企業中重要的人力s資源議題。

為探討形成不同組織承諾的原因，須先了解員工的多元工作動機，本研究進一步分析組織滿足個人多元工作價值觀的需求程度，意即個人與組織工作價值觀的契合度，對於三種組織承諾的影響，分別為留職承諾、努力承諾與價值承諾。

資料來源為個案公司248名員工，綜合過往文獻，因素分析出八種工作價值觀，各別是¬「工作能力發揮與發展」、「職家平衡與工作穩定」、「人際關係」、「金錢獎酬」、「自尊地位」、「成就肯定」、「利他」和「自主性」，問卷採用主觀判定法，以互補性需求供給觀點衡量契合度，並對組織承諾作迴歸分析，研究結果發現:
1.「工作能力發揮與發展」與「金錢獎酬」之契合度對留職承諾有顯著正向效果。
2.「工作能力發揮與發展」、「職家平衡與工作穩定」與「金錢獎酬」之契合度對努力承諾有正向顯著效果，「成就肯定」之契合度對努力承諾則有負向影響。
3.「工作能力發揮與發展」、「人際關係」、「金錢獎酬」與「自主性」之契合度，對於價值承諾皆有正面的顯著影響。

本研究驗證出滿足員工多元化的工作價值觀，有助於提升不同的組織承諾，實務上，組織應更加重視多元的工作需求，運用人力資源政策，諸如:工作再設計、提供教育訓練、落實績效制度結合薪資設計，以及加強社會化，增加員工留職意願、付出心力投入組織的意願，提升對組織的認同感，進而提升組織績效。

關鍵字

個人與組織契合度 ； 工作價值觀 ； 工作動機 ； 組織承諾

並列摘要

Knowledge workers have become the main source of value creation to enterprises. The question is what motivates them to create value? To find out this answer, it’s crucial to investigate more about employee’s work value and organizational commitment. How does organization satisfy individual’s various work values to enhance organizational commitment, relationship which fosters retention, further dedication and even identification.

This study examines whether employees develop three organizational commitments about person-organization fit on work value. Data are collected from 248 employees in one single high-tech enterprise in Taiwan. Exploratory factor analyses of data suggest 8 types of work value. Multiple regression analysis indicates:
1.P-O fits of “Ability development” and “Salary” are positively related to Retention commitment.
2.P-O fits of “Ability development”, “Job security and work-life balance” and “Salary” are positively related to Effort commitment. While fit of “Achievement and recognition” is negatively related to it.
3.P-O fits of “Ability development”, “Relationship”, “Salary” and “Autonomy” are positively related to Value commitment.

These findings suggest employees have various work value expectations. The better PO fit of these work values, the higher the levels of different organizational commitments. By understanding more the gaps and satisfying these work values, organization could implement certain HR policies to reinforce organizational commitments.

並列關鍵字

PO fit ； Work value ； Organizational commitment

參考文獻

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