隨著兩岸經濟貿易越來越開放,兩岸的合作關係在未來會越來越緊密。兩岸服務業合作可望成為兩岸經濟關係的新亮點。在餐飲業經營上,人力資源管理議題顯得相當重要。故本研究從兩岸員工工作價值觀以及組織承諾認知上去做兩岸分析比較,藉以了解員工的特性與需要。據以建議適合個案公司在兩岸經營上的員工管理、激勵方式,進而提升員工的組織承諾。本研究採問卷調查方式,以某台商餐飲連鎖業者為研究對象,主要研究目的為(1)探討兩岸員工工作價值觀的認知差異。(2)探討兩岸員工組織承諾的差異。(3)探討工作價值觀對組織承諾的影響。本研究結果主要發現如下: (1)台灣員工個人屬性差異(職務、職級)在工作價值觀上有顯著差異。中國員工個人屬性差異(服務年資、教育程度、職務、職級) 在工作價值觀上有顯著差異。 (2)在組織承諾上,兩岸員工在留職承諾、努力承諾上有顯著差異,台灣員工在留職承諾以及努力承諾上較高。 (3)台灣員工個人屬性差異(職務、職級)在組織承諾上有顯著差異。中國員工個人屬性差異(婚姻狀況、服務年資、教育程度、職務、職級)在組織承諾上有顯著差異。 (4)兩岸員工「工作聲望價值」對組織承諾各構面都達到顯著的正向影響效果;而台灣員工「自我內在價值」對組織承諾有顯著的正向影響效果,中國員工則沒有影響。
With more open economic and trade, cooperation between Taiwan and China will more closely in the future. In Hospitality Industry, the human resource management issues become very important The mail subject discussed here are (1) to discuss the differences of work value upon Taiwan & China employees;(2) to discuss the differences of organizational commitment upon Taiwan & China employees;(3) to discuss how employee’ awareness of work value affects their organizational commitment. The result fond hereby list as follow: (1)Taiwanese employees demographic variables (position, job grade) have significant differences in work values. China employees demographic variables(seniority, education, position, rank) have significant differences in work values (2)In organizational commitment, Taiwan & China employees to achieve significant differences in effort commitment and retention commitment. Taiwan employees have higher recognition than China employees. (3)Taiwanese employees demographic variables (position, job grade) have significant differences in organizational commitment. China employees demographic variables(marital status, seniority, education, position, rank) have significant differences in organizational commitment. (4)Taiwan & China employees in prestigious work value have reached a significant positive effect of organizational commitment. Taiwanese employees self-intrinsic work value have reached a significant positive effect of organizational commitment.