臺灣博碩士論文加值系統

組織的成員是人，相較於其他資產，員工的生產力是會浮動的，員工意見調查(Employee Opinion Survey)或稱員工滿意度調查(Employee Satisfaction Survey)、員工投入度調查(Employee Engagement Survey)是現今企業組織常用的生產力/向心力/投入度的調查方式- 透過一系列的問題了解員工對於組織、工作、人際關係等等方面的滿意程度，以度量員工在組織當中的生產力，並找出削減生產力的因素。企業都希望內部的員工都是對工作投入的，對工作投入的員工對工作報以熱忱，對公司忠誠且感覺有連繫，所以工作投入的員工對於自己的努力與公司獲利之間是感覺息息相關的。向心力與績效之間的關係十分密切，研究指出，Engaged向心力影響缺勤率(absenteeism)、離職率(turnover)、工傷意外(Safety incidents)、顧客滿意度(Customer metrics)與獲利率。企業都希望組織之中最重要的資本- 員工能夠在工作上發揮到最好，有高投入度的員工提供優質的服務，才會培養更多忠誠的客戶，讓企業能夠更加地獲利成長；於是員工意見調查成為各大公司十分重視的專案。企業透過與嚴謹的研究機構合作，設計調查問卷，定期進行普查，藉著由下至上(bottom-up)的第一手資料蒐集，讓每一位員工都可以藉由問卷填寫表達對工作、對組織、對主管等等面向滿意的程度；由於研究機構皆強調資料保密，由公正的第三方處理原始資料，藉由專業的事前編碼，讓組織能夠分層級、分地區、分部門產出報告。意見調查報告產出之後再由管理階層與人資部門共同分析與常模(Norm)之間的分別，針對有待加強的部分進行檢討與研擬行動方案。行動方案底定之後經過定期的追蹤以了解執行情況，等下一次普查後，再藉由與前一次的比較來衡量上一年度的行動方案有效與否。有配套行動方案的員工意見調查才有意義，而不是虛應故事而已。

員工意見調查在公司行之有年，由從前的兩年一次到近四年來每年調查，已經成為公司的常態專案之一。每年更經由員工意見調查發現各種公司還可以更加改善的部分，透過各服務中心、各部門單位組成的行動方案小組(Action Team)切實執行行動計劃，再經由每年的意見調查直接檢視成果。

The member of the organization is people. Unlike other assets, the production of employees is variable. Employee Opinion Survey / Employee Satisfaction Survey and Employee Engagement Survey are modes businesses frequently use to investigate into production, coherence and involvement nowadays. Through series of questions, employees’ satisfactions to the organization, job, and interpersonal relationship are understood, to analyze the production of employees in the organization, and find out the factors debased the production. The business expect employees be involved and enthusiastic to their jobs and be loyal and connected to the business. Those employees feel their application is connected to the profit of the business. This also illustrates the consequence of coherence to achievements. According to research, the coherence influences the absenteeism, turnover rate, safety incidents, the customer metrics and the profit rate. Operators of enterprises hope the most important asset-employees can achieve the maximum of development. With best quality of service of highly involved employees, more and more loyal customers will bring the profits and expansion to the business. As a consequence, Employee Opinion Survey becomes a regarded program of many businesses. Businesses collaborate with research institutions. They design questionnaires and survey regularly. With the collection of bottom-up information, each employee can express satisfactions to the work, organization, managers etc. After action plans are established, following through regularly to observe the execution status. Till the next survey, through the comparison to the past year to study the action plan of last year was effective. As research institutes emphasize information is confidential and handled by virtuous third party. By professional coding, reports to levels, areas and departments of the organization can be generated. Afterward the management level and the human resource department can analyze the difference to the Norm. Reviewing reforms parts and propose action plans. With complementary measures, Employee Opinion Survey is effective and not superficial. Employee Opinion Survey has been practiced for years. From every two years in the past to yearly for the last four years, it becomes a normal program. Every year through the Employee Opinion Survey, it shows sections of improvement to the business. The Action Team with every service center and departments enforces action plans and reviews the result by the survey every year.

誌謝 I
中文摘要 II
Abstract III
目次 IV
圖目次 VI
表目次 VII
第一章緒論 1
1.1 研究背景與動機 1
1.2 研究目的 1
1.3 研究流程及章節架構 2
第二章文獻回顧與評析 4
2.1 員工滿意 4
2.1.1 員工滿意的定義 4
2.2 影響工作滿意的因素 5
2.3 綜合評析 8
第三章 員工滿意度問題探討 9
3.1 顧客承諾 9
3.1.1顧客承諾與顧客忠誠的作用關係 9
3.2 員工忠誠度 10
3.3 積極領導力 10
3.3.1關於領導力的定義 10
3.3.2如何引導團隊成員去實現目標 11
3.4 公司經營策略 12
3.4.1經營策略的定義 12
3.4.2企業經營戰略的特點 13
3.5 溝通 13
3.5.1溝通的意義 14
3.5.2溝通的種類 14
3.5.3溝通的基本模式 15
3.5.4溝通的技巧 16
溝通技巧介紹如下模式 ： 16
3.6 訓練與發展 17
3.6.1訓練 17
3.6.2 員工發展 18
3.6.2.1企業實施員工發展的必要性 18
3.7 團隊合作 19
3.8 實踐最佳首選 20
3.9 企業社會責任 20
3.10 員工滿意度行動方案 20
3.11 工作環境 21
第四章 調查結果分析與行動方案 22
4.1問卷設計 23
4.1.1問卷調查對象 23
4.1.2問卷內容 23
4.1.3問卷構面及影響因素 23
4.1.4 研究方式 24
4.2問卷調查 24
4.2.1 問卷結果與分析 24
4.3 行動方案 39
4.3.1 員工滿意度行動改善計畫六步驟 40
第五章結論與建議 41
5.1 結論 41
5.2 建議 42
一.中文部分 44
二.英文部分 45
附件一:國際運輸貨運站員工滿意度調查表 47

一.中文部分

1.邱瓊萱，2002。員工-組織價值觀契合與員工工作態度間關係，國立台灣大學醫療機構管理研究所博士論文。

2.何金銘(2002)，「組織政治知覺與工作滿足及工作壓力之關係」，人力資源管理學報，第二卷，第四期，頁 81-106

3.吳培瑜（2000），「人力資源發展部門實施內部行銷作為之研究」，臺灣師範大學工業科技教育所碩士論文。

4.林韶瑩(2003)，「員工績效與員工滿意度之關聯性研究-以某電子公司為例」，中原大學工業工程學系碩士論文。

5.高樹軍《管理學》第十三章 溝通 河北大學

6.陳家聲、樊景立(2000)，「我國國人工作生活品質經驗之研究」，管理評論，第十九卷，第1期，頁31-79。

7.陳詩沛 (2012)，企業社會責任廠商之員工滿意度研究，逢甲大學國際貿易所碩士論文。

8.張火燦、余月美(2008)。服務品質、顧客滿意度與顧客忠誠度關係之研究。

9.董玉娟、林義屏、黃俊英(1998)，「內部行銷在人力資源管理上的運用下」，勞工行政，第一二七期第43-47頁。

10.鄭光遠(2005)。「由服務行銷觀點探討國內航空公司服務品質改善策略」，國立交通大學交通運輸研究所博士論文

11.鍾如南(2008)，「勞退新制實施之薪資公平認知、激勵制度滿意、工作滿意對離職倾向之影響，國立中山大學人力資源管理研究所碩士論文。



二.英文部分

1. Adams, Jeffrey M.; Jones, Warren H.Journal of Personality and Social Psychology, Vol 72(5), May( 1997), 1177-1196.

2. Alderfer, C. P. (1972), Existence, Relatedness and Growth: Human Needs is Organization Settings, New York: Free Press.

3. Cameron, K. S., and Quinn, R. E. (1999). Diagnosing and changing
organizational culture—Based on the competing values framework. New York:
Addison-Wesley
4.Campbell, 1970, “Managerial behavior performance and effectiveness”, New York:
Press , McGraw-Hill.

5.Cheung, C. K., and Scherling, S. A. (1999), “Job Satisfaction, Work Values, and Sex Differences in Taiwan’s Organizations”, Journal of Psychology Interdisciplinary and Applied, Vol. 133 , No. 5, pp. 563-575.

6.Cook, C., &; Wall, T. (1980). New work attitude measures of trust, organizational commitment and personal need non-fulfillment. Journal of Occupational Psychology, 53(1), 39-52.

7.Campbell, 1970, “Managerial behavior performance and effectiveness”, New York Press , McGraw-Hill.

8.Jillian C. Sweeney, David A. Webb, (2007) "How functional, psychological, and social relationship benefits influence individual and firm commitment to the relationship", Journal of Business &; Industrial Marketing, Vol. 22 Iss: 7, pp.474 – 488

9.Kalleberg, L. E, and Loscocco, K. A. (1977), “Aging Value &; Rewards: Explaining Age

10.Locke, E.A. (1976), "The nature and causes of job satisfaction", in Dunnette, M.D. (Eds),Handbook of Industrial and Organizational Psychology, Rand McNally, Chicago, IL, pp.1297-349.


11.Maslow, A.H. (1954), Motivation and Personality, New York: Harper &; Brothers Pub.

12.Meyer, John P.; Allen, Natalie J.; Smith, Catherine A.Journal of Applied Psychology, Vol 78(4), Aug 1993, 538-551.

13.Mowday, R. T.,Steers, R. M.,Porter, L. M.(1979).The Measurement of Organizational Commitment.Journal of Vocational Behavior,2(14),224-247.

14.Nebeker D., L. Busso, P. D. Werenfels, H. Diallo, A. Czekajewski, B. Ferdman （2001）,“Airline Station Performance as a Function of Employee Satisfaction”

15.Price, J. L.(1997).Assessment of Meyer and Allen’s Three-Component Model of Organizational Commitment in South Korea.Journal of Applied Psychology,6(82),961-973.

16.Robbins, S. P. (1996). Organizational Behavior. Englewood Cliffs, New Jersey.

17.Taylor (1999), Sceientific management, New York: Harper and Brothers.

18.Talai Osmonbekov, Daniel C. Bello, David I. Gilliland, (2002) "Adoption of electronic commerce tools in business procurement: enhanced buying center structure and processes", Journal of Business &; Industrial Marketing, Vol. 17 Iss: 2/3, pp.151 – 166

19.Spector, P. E. (1985), “Measurement of Human Service Staff Satisfaction: Developmentof the Job Satisfaction Survey”, American Journal of Community Psychology, Vol. 13,No. 6, pp. 693-713.