國軍基層人員工作環境滿意度之研究(以空軍戰管聯隊為例)

隨著國際經濟環境惡化及海峽兩岸政經情勢趨於穩定，國防預算正面臨逐年縮減與人力精簡的雙重壓力，部隊管理者如何在有限的資源的條件下，改善工作環境，使人員增加留營意願，是本研究亟欲探討的主題。本研究以 Parasuraman、Zeithaml and Berry 所提出的服務品質衡量模式(SERVQUAL 量表)，藉由有形性、可靠性、反應性、保證性、同理心五大缺口(GAP)中的26個子題作為研究之架構，以缺口五(GAP5)作為依變項，GAP1-4作為自變項，利用迴歸分析影響戰管聯隊基層官兵工作環境滿意度的重要性，以提供戰管聯隊管理階層擬訂管理策略，使得基層人員在面臨屆退時願意繼續留營服務，以鞏固部隊基層戰力。本研究經分析後發現結果如下: 一、PZB五大差距中的GAP1-4依平均數與標準差高低排序得知GAP1＞GAP2＞GAP3＞GAP4，顯示最令戰管聯隊基層人員滿意的是GAP1-基層人員期望的工作環境與戰管聯隊所能提供認知差距；另最不滿意的是GAP4-管理政策的傳達對基層人員期望及實際感受的差距。二、PZB五大差距中的GAP1-5的26個子題中，以GAP2中的「可行性」最令戰管聯隊基層人員滿意；最令戰管聯隊基層人員不滿意的構面為GAP2 「政策訂定」。三、男性與女性在GAP5之「可靠性」及「禮貌性」兩個構面有顯著的差異。四、根據以上分析結果，本研究針對空軍戰管聯隊管理階層提出建議如下： 1.加強管理政策的橫向協調及縱向宣達，使得基層人員得知管理的原意，並暢通良好的意見交換管道；另戰管聯隊在制訂管理政策上，雖受到人事、財政、國家政策與任務特性的限制，但仍應為基層人員爭取應有權益，以堅定其服務意願。 2.建立公平之人事升遷管道，落實候選、調任作業公正客觀，建立人事公信力，使基層人員對個人升遷有努力的目標，進而增加留營意願。

關鍵字

留營意願；服務品質衡量模式；工作滿意度

並列摘要

As the international economic environment deteriorates and the political and economic situations between Taiwan and mainland China begin to stabilize, the Ministry of Defense faces the pressure from both budget cuts and downsizing. How the army’s managers should improve the work environment with limited resources to make the personnel more willing to continue military service is what this research wants to discuss. This research uses 26 dimensions of 5 gaps, i.e. tangibility, reliability, reactivity, guarantee and empathy, in the service quality measurement mode (SERVQUAL scale) proposed by Parasuraman, Zeithaml and Berry as its framework. With GAP5 and GAP1-4 as dependent and independent variables respectively, it uses regression analysis to explain the importance of the satisfaction of the officers and soldiers at basic levels in the air tactical control wing for the management of the wing to make management strategies so that the basic military personnel will be willing to continue the military service to enhance the military strength of the basic-level troops when they retire. After analysis, it finds: I.In order of the mean value and standard deviation: GAP1＞GAP2＞GAP3＞GAP4, showing the basic military personnel are most satisfied with GAP1-the cognitive gap between the expected work environment and the environment that the wing provides; they are most dissatisfied with GAP4-the large gap between what the basic military personnel expect and really feel about the management policies. II.In 26 dimensions of 5 gaps in PAB, the basic military personnel are most satisfied with “Feasibility” in GAP2; they ar most dissatisfied with “Policy-Making” in GAP2. III.There is a significant difference between males and females in “Reliability” and “Politeness” in GAP5. IV.Based on the analysis results above, it makes the following suggestions to the management of the wing: 1.Strengthen the horizontal coordination and vertical conveying of management policies so that the basic military personnel know the true intention of management, and smooth the opinion exchange channel; besides, though limited by personnel, financial and public policies and task characteristics, the wing should consider the rights for the basic military personnel when making management policies so that they have a strong will to continue the service. 2.Establish a fair promotion channel, select candidates, make the transfer objective and impartial and establish credibility so that the basic military personnel have goals for promotion so as to improve their willingness to continue military service.

並列關鍵字

Willingness to Continue Military Service ； Service Quality Measurement Mode ； Job Satisfaction

參考文獻

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國際替代計量

國軍基層人員工作環境滿意度之研究(以空軍戰管聯隊為例)

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