以SERVQUAL Model進行員工滿意度之調查研究 —以某高科技公司為例—

On the Study of Employee Satisfaction by Using SERVQUAL Model – as Applied to one High-Tech Company

吳翌菁(I-Ching Wu)

指導教授 ： 楊錦洲

中原大學/工學院/工業工程研究所/碩士(2001年)

https://doi.org/10.6840/cycu200100369

摘要

查特爾（1998）強調企業若要取得競爭優勢，勢必不可忽視組織內人力之無形資產，而此資產即為公司內部員工。員工滿意與維持在心裡學上一直是重要話題，滿意的員工可增加績效、提高生產力、降低離職率、具創造力、忠誠度，因此高科技產業為積極留住核心人才的同時，實施員工滿意調查是必要的。
本研究利用PZB學者（1988）提出的SERVQUAL Model作為衡量員工滿意之架構。SERVQUAL 被用來衡量服務品質，其定義為「認知服務品質」為顧客的「期望」與「感受」之間的差距。本研究運用此兩要素來衡量員工工作品質與工作場所之滿意，對實際知覺感受減去期望的差距來當作改善指標（PZB gap 5），並回饋給人力資源部門作為建議。
本研究採問卷作為研究工具，以國內某家高科技公司員工為實證分析對象，將員工區分為主管（含工程師）、基層員工兩部分。而問卷之問項（品質屬性）以國內外員工滿意相關理論與研究之文獻為基礎，輔以專家意見與該公司人力資源管理的活動作適度修正，包含之構面有工作環境、薪資福利、管理制度、教育訓練與員工培育、升遷、公司經營成果與回饋、公司願景。分為兩階段進行，第一階段採用一般常用的重要度、滿意度調查，第二階段則以SERVQUAL之期望、感受調查（均採Likert 5 point scale），並將結果作一比較。
研究結果發現：（1）PZB SERVQUAL Model應用於員工滿意度調查具有高信、效度（2）重要度與期望、滿意度與感受可當成同義，但無法完全取代；重要度量表較期望更能清楚衡量出需求層級，感受量表較滿意度量表易測出知覺感受（3）員工最重視的在『公司經營成果回饋』與『公司願景』層面（4）兩群體在重視程度上有顯著差異；主管（含工程師）較基層員工更重視升遷、願景的「成長需求」，基層員工則著重於工作環境、薪資的「存在需求」 (5)縮小『管理制度』之服務品質缺口對整體滿意度提升最有幫助。這些結果並回饋給公司，來改善人力資源管理制度。

關鍵字

員工滿意 ； 期望 ； 感受 ； 服務品質（SERVQUAL） ； 認知服務品質

並列摘要

Charttell（1998） emphasized that if business wanted to obtain an advantage of competitions, invisible human assets in a system could not be ignored and the assets meant interior employee in a company. All the time, it is an important topic in psychology about employee satisfaction and retention. Satisfactory employee would increase performance, upgrade productivity, lower staff turnover, and be of creative and committed. Thus, hi-tech industry wanted to hold core-timber, the implementation of employee satisfaction survey could necessary at the same time.

This research used SERVQUAL presented by Parasuraman, Zeithaml, and Berry（1988）to be a model to measure employee satisfaction of the study. SERVQUAL is used to evaluate service quality, which is defined as〝perceived service quality〞 is the difference between customer 〝perceptions〞 and 〝expectations.〞The research used these two elements to evaluate employee work quality and satisfaction in the workplace, and to take perception-minus-expectations measurement of service quality as an improving index（PZB gap 5）.

The study used questionnaires as the tool and applied to one hi-tech company in Taiwan as an example. Employees were divided into two parts: directors (including engineers) and basic level workers. The items of the questionnaires（quality attribute） based on the worldwide literature relative employee satisfaction theory and research, modified moderately plus the opinions of professional and HRM activities in that company. The dimensions of questionnaires including environment, salary/benefit, management practices, training and culture, promotion, company profit sharing, and vision. This research proceeded by two stages. The first stage used usual survey of importance and satisfaction. The second stage used survey of expectation and perception（all by Likert 5 point Scale）, and compare the result with each other.

The results of this research showed that ：(1) Reliability and validity of this study by using SERVQUAL Model was high. (2) Importance/expectation and satisfaction/perception seemed to be synonymous, but not completely；Importance Scale could clearly to evaluate the hierarchy of need; to measure perceptions used by Perception Scale was sensory than Satisfaction Scale. (3) Staff all placed importance on〝company profit sharing〞and〝vision〞(4) There was a distinct difference on importance for two groups. Directors (including engineers) appreciated the growth needs of promotion and vision; basic level workers put emphasis on existence needs of work environment and salary. (5) To narrow the gap of 〝management practices〞is most useful to promote the overall satisfaction. These results were feedback to the company to improve HRM performance.

並列關鍵字

perception ； perceived service quality ； SERVQUAL ； employee satisfaction ； expectation

參考文獻

陳家聲、樊景立，「我國國人工作生活品質經驗之研究」，管理評論，第19卷，第1期，民國八十九年一月，頁31-79。

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