從營利組織轉職至非營利組織員工之工作意義感與留任意願相關探討

非營利組織相較於一般營利組織，資源較為缺乏，對於高階人才的吸引力較為薄弱，因此如何有效留任有價值的員工，便是非營利組織的重要課題。然而，過去文獻較少從工作意義感的角度談論其對於員工留任所造成之影響，關於工作意義感的形塑歷程，更少有著墨。為解決上述問題，本研究以營利轉職至非營利組織員工為例，採用質性研究中的半結構式深度訪談作為資料蒐集的方法，共訪談10名員工。研究結果顯示，非營利組織之員工在工作意義感的形塑歷程中會經歷「探索：正向自我感受」、「形塑：自我實踐」、「深化：自我提升」以及「昇華：自我超越」等四個心理階段。而各階段的進入與否，會分別受到個人與情境影響因素中關於組織鼓勵員工參與一線服務活動、員工信念、各方回饋以及組織環境友善等因素影響。倘若能順利進入各階段，便能帶給員工關於目標追尋需求、目標實現需求、效能感需求、自我價值需求以及價值觀需求等不同層面的人生意義感需求之滿足。最後，當組織的工作場域能滿足員工人生意義感之需求時，便能提高其留任意願。最後則說明本研究在理論上的貢獻、管理實務上之意涵、研究限制以及未來研究的方向。

關鍵字

非營利組織；留任；工作意義感形塑；質性研究

並列摘要

Non-profit organizations, when compared to general profit organizations, generally lack resources and would seemed less attractive for high talent employees. Thus, the retention of valuable employees posses as an important issue to Non-profit organizations. However, previous studies had rarely focused on the retention effect of meaning of work and the shaping process of meaning of work is even less discussed. To resolve this issue, qualitative research methods was used in this study, specifically, semi-structured interview were used as tools for data collection. 10 employees of Non-Profit Organizations who had previous working experiences in general profit organizations were recruited for this study. The findings suggested that the shaping of meaning of work is through four stages:”exploration: positive self-feeling”, “shaping: self-practice”, “intensify: self-improvement”, “sublimation: self-transcendence”. The advancement through the stages is affected by personal and environmental factors such as the encouragement of organizations for employees to participate in frontline service activities, employees’ belief, feedback, and friendly organizational environment. If employees can advance through the stages then they can satisfy their needs of pursuing goals, and fulfilling goals. It can further enhance the employees’ self-efficacy, self-worth, and self-value. Lastly, if the organizations can satisfy the employees need to have a meaning of life, their retention rate would be enhanced. Contributions, implications, limits and future directions are discussed.

並列關鍵字

Non-Profit Organization ； retention ； the meaning of work shaping ； qualitative research

參考文獻

瞿海源、畢恆達、劉長萱、楊國樞（2012）。社會及行為科學研究法-質性研究法。

林家五、胡宛仙（2011）。非營利組織之組織認定歸類模式：利益關係者理論觀點。「臺大管理論叢」，22（1），97-134。

Andersson, L. M. (1996). Employee cynicism: an examination using a contract violation framework. Human Relations, 49, 1395-1417.

Aquino, K. Griffeth, R. W., Allen, D. G., & Hom, P. W. (1997). Integrating justice constructs into the turnover process: a test of a referent cognitions model. The Academy of Management Journal, 40(5), 1208-1277.

Brown, W. A., & Yoshioka, C. F. (2003). Mission attachment and satisfaction as factors in employee retention. Nonprofit management & leadership, 14(1). 5-18.

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從營利組織轉職至非營利組織員工之工作意義感與留任意願相關探討

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