探討如何提升員工忠誠度

全球化速度逐漸加快使得企業內部的人才流動也變得更加重要，企業本身必須審慎面對如何留住人才，以使人員配置可以滿足企業的勞動力需求。根據台灣 104 人力銀行（2019）的調查，現在的員工離職率非常高，本研究論文希望能夠瞭解員工對企業組織減少忠誠度之影響因素，探討其需求與提升員工的忠誠度，並運用四個構面：工作分配、管理者態度、同儕情感、與績效稽核等構面作探討，本研究以專家訪談的方式進行研究，邀請不同產業、不同階層的職員與管理者，針對現行企業內部的趨勢做分析並分享實務經驗。研究結果發現，企業本身完善升遷制度與獎勵機制、員工價值觀與公司文化整合、彈性工作輪調與分配、以及主管溝通與領導能力，皆會影響員工對企業本身的忠誠度。綜合上述研究結果，本研究論文分別針對管理制度面及管理技巧面提出相關管理意涵，建議管理者除了需培養包容與公平的處世原則，也應提倡多元化的團隊合作模式，並積極參與員工事務，適時溝通與理解員工之需求，方能加強企業本身與員工之間的聯繫，以上為管理制度面；另外，針對管理技巧面，也應以同輩角度積極學習和參與各項增進實力的相關課程，並與管理者及同儕多加溝通，達到良好的互動與團隊合作能力。

關鍵字

工作分配；管理者態度；同儕情感；績效稽核；員工忠誠度；專家訪談法

並列摘要

The gradually increasing pace of globalization has brought about greater emphasis on employee turnover. Firms must prudently care about talent retention to satisfy labor demands. According to a survey conducted by the 104 Human Resource Bank of Taiwan (2019), the current employee turnover rate is extremely high. This study aims to ascertain the factors affecting employee loyalty to business organizations, explore employees’ demand and increase their loyalty base on four perspectives: work distribution, supervisor attitude, peer sentiment, and performance appraisals. The research adopt expert interviews method, where employees and supervisors from various industries and strata were invited to perform analysis and share their practical experience of the prevailing trends in firms. The research results show the perfection of promotion and reward systems, the integration of employee values and company culture, flexible job rotation and work distribution, and supervisors’ communication and leadership abilities will influence employees’ loyalty. This paper proposes some managerial implications for managerial system and managerial technique respectively. For the former, we suggested that besides fostering the principles of tolerance and equity, supervisors should advocate for a diversified teamwork working model, actively participate in staff affairs iv and timely communicate with employees and understand their needs, so as to strengthen the connection between the employees and the firm. For the latter, supervisors should be in the perspective of peers and be active to participate training courses that enhance communication skills and teamwork spirit with supervisors and peers.