兩岸企業對於組織承諾、工作壓力及工作滿意之相關研究－以B 公司為例

The related research of the commitments of the organization, the working stress,and the working satisfaction of the enterprises of the two sides of the Taiwan Straits, took B Company for example

陳俊宏(Chun-Hung Chen)

指導教授 ： 李偉權 博士

亞洲大學/管理學院/國際企業學系碩士在職專班/碩士(2009年)

摘要

1960 年代中期台灣以低勞力成本，與政府政策鼓勵極力發展代工，日本的知名品牌相繼來台設廠，奠定了台灣製鞋業的發展基礎。在1970至1980年間，歐美品牌也至台設廠發展，台灣成為全球鞋類最大的生產基地。
隨著台灣的經濟發展與進步，人資成本相對提高，到了1990 年代初期大陸經濟政策對外逐漸開放，勞力密集的製鞋業，在考慮人資成本考量下，轉往大陸發展獲取更高的利潤。
本研究希望針對赴大陸發展的製鞋業B 公司為例，依不同的人口變項對於企業組織承諾、工作壓力、以及工作滿意之差異；企業組織承諾、工作壓力、以及工作滿意三者間之關聯性，期能為製鞋業的未來提供些許助益。
研究結果顯示如下:
1. 不同性別對於組織承諾具有顯著差異。
2. 不同年齡對於組織承諾具有顯著差異。
3. 平均月收入的多寡對於組織諾、工作壓力具有顯著差異。

關鍵字

製鞋業 ； 變異數分析 ； 迴歸分析

並列摘要

In the middle term of nineteen sixties, the base of Taiwan’s shoemaking industry was developed by the low laborers’ cost, the government’s policies to encourage original equipment manufacturing, and the Japan’s famous brands set up their plants in Taiwan. During the past ten years (from nineteen seventy to nineteen eighty), the European and American brands also set up the plants in Taiwan. Therefore, Taiwan became the biggest production base of the global shoemaking industry.
Following the development and progress of Taiwan’s economy, the cost of human resource was higher. In the beginning of nineteen nineties, the Mainland China’s economic policies were gradually opened. The labor intensive shoemaking industry after considering the cost of human resource, and turned to Mainland China to gain more profit.
This research took B Company for example, which developed the shoemaking industry in Mainland China. According to different population variables, made out the differences of the commitments of the enterprise organization, the working stress, and the working satisfaction; and made out the relation between the commitment of the enterprise organization, the working stress, and the satisfaction of working. Hoping to supply some benefit for the shoemaking industry in the future.
The results revealed as followings:
First, different genders have obviously different commitments of the organization.
Second, different ages have obviously different commitments of the organization.
Third, different monthly incomes have obviously different commitments of the organization and the working stress.

參考文獻

陳森壬、黃國隆（1982）。員工個人屬性、需求層次、工作特性與工作滿足之關係。管理評論。政治大學，1期，頁18-38。

侯望倫(1984) 。工作壓力的實證研究— 組織氣候、角色特性、人格特質與壓力症狀的關係。國立政治大學企業管理研究所之未出版碩士論文。

Adams, J.S.(1965)，Inequity in Social Exchange, Advances in Experimental Social Psychology, Vol.2,pp267-299, N.Y.: Academic Press.

Allen, N. J., & Meyer J. P. (1991). The measurement and antecedents of affective, continuance and normative commitment to the organization. Journal of Occupational Psychology, 63, 1-18.

Angle,H. and Perry,J.（1981）.〝An Empirical Assessment of Organizational Commitment and Organizational Effectiveness〞,Administrative Science Quarterly,Vol.26（1）,pp.1-14.