臺灣博碩士論文加值系統

未來的國家經濟發展主要方向朝著服務業發展，企業對於兼職工作者的人力需求
大為提升。當企業中同時存在不同工作型態的員工，針對此現象，本研究欲探討：(1)當員工工作型態不同時，其對企業內人力資源管理措施之認知組織承諾與工作績效為何，(2)組織能否、以及如何透過人力資源管理措施影響組織承諾以及工作績效，與(3)員工工作型態對於人力資源管理措施對組織承諾與工作績效之干擾效果。
本研究經由問卷調查方式，以佐丹奴服飾業高雄區之員工為對象。問卷總共發出118 份，結果共回收109 份樣本扣除無效問卷，其中53 人為全職員工、52 人為兼職員工。結果顯示：(1)全職與兼職員工在組織承諾上並未有顯著差異。在人力資源管理措施之實施上，並未獲得員工的高度認同與肯定(2)在人力資源管理措施中，除了「績效管理」之外，「工作特性」、「領導行為」、「教育訓練」、「薪資福利」、「升遷發展」、「員工溝通」皆對員工的組織承諾有正向顯著影響。(3)人力資源管理措施對組織承諾以「工作特性」、「教育訓練」及「升遷發展」對全職員工組織承諾的影響效果大於兼職員工；「領導行為」對兼職員工組織承諾的影響效果大於全職員工；「薪資福利」、「員工溝通」與「績效管理」對兩者組織承諾的影響無顯著差異。(4) 以人力資源管理措施為自變項對組織承諾進行迴歸分析，發現人力資源管理措施對組織承諾的確具有影響力(5)人力資源管理措施與組織承諾、工作績效之關聯性，證實員工的組織承諾可以透過人力資源管理措施加以改變，倘若組織的人力資源管理措施給予員工越正面的感受，則組織承諾將會越高。(6)員工工作型態對人力資源管理措施與組織承諾之干擾效果結果顯示，正職員工整體人力資源管理措施對組織承諾具有顯著性影響。而兼職員工影響其組織承諾僅「工作重要性」具顯著性影響力。(7)員工工作型態對人力資源管理措施與工作績效干擾效果結果顯示正職員工整體人力資源管理措施對工作績效未有顯著性影響。

The development of future towards the main direction of service industries, ompanies in an incremental need for part-time employees. When their have different type of work employees in the same time, for this phenomenon, the present of this study is to investigate: (1)when employees's job type are not the same, what are the perception of human resource management practices and organizational commitment and job performance. (2) whether and how organization affects Organizational commitment and job performance by HRM practices; and (3) employees job type for HRM practices is moderated effect on organizational commitment and job performance.
A survey with questionnaires by Giordano's employees for the object. and 118 of them are regain 109 samples, including 53 full-time employees and 52 part-time employees. The result shows: (1) full-time and part-time are not different in the organizational commitment. Did not have higher recognition and affirmation In HRM practices. (2) in HRM practices, except for "performance management", "job characteristics","leadership","training","salary and benefits","promotion and development","employees communication" are positively affects the organizational commitment. (3)HRM practices have greater influence in job characteristics, training and promotion and development"on full-time employees more than part-time employees in organizational commitment; leadership has greater effects on part-time employees organizational commitment; salary and benefit, employees communication and performance management has no significant on neither full-time nor part-time employees' organizational commitment. (4)HRM practices as independent variables on organizational commitment regression analysis found that HRM practices does have influence on organizational commitment. (5)the relationship of HRM practices and organizational commitment, job performance prove that employees' organizational commitment can be changed through HRM practices, to give employees more positive feelings, the organizational commitment will higher.(6) the relationship of employees job type interfere with HRM practices and organizational commitment shows that permanent employees overall HRM practices have a significant impact on organization commitment. And part-time employees only affect "the importance" on their organization commitment. (7) employees job characteristic of HRM practices and performance management has no significant impact on full-time employees.

第一章 緒論 ……………………………………..……………..…………………………1
第一節 研究背景與動機 ……………………………………..……..……………………1
第二節 研究目的 ……………………………………………..…..………………………3
第二章 文獻探討 ……………………………………………..………………..…………4
第一節 工作型態……………………………………………..……………………………4
第二節 人力資源管理措施 …………………………………..………………………..…9
第三節 工作特性之相關理論 ……………………………….………………….………13
第四節 組織承諾 …………………………………………………………….…….……16
第五節 人力資源管理與組織承諾相關文獻………………………………….……..….21
第六節 工作績效 …………………………………………………………….….………25
第七節 變數關聯性的實證研究 ……………………………………………..…………28
第三章 研究方法 ...………………………………………………………………..…….35
第一節 研究架構與研究假設 ………………………………………………..…………35
第二節 研究變項之操作型定義與衡量 ……………………………………..…………37
第三節 研究對象與資料蒐集方法 …………………………………………..…………42
第四節 資料分析方法 …………………………………………………..………………43
第五節 問卷之效度與信度 ……………………………………………..………………44
第四章 研究結果分析 ..…………………………………………………... ……...…….45
第一節 樣本結構分析..…………………………………………………………….…….45
第二節 研究量表之現況分析..………………………………………….……………….48
第三節 顯著性差異分析..………………………………………………….…………….56
第四節 相關性分析..…………………………………………………………. …...…….71
第五節 人力資源管理措施對組織承諾、工作績效之迴歸分析..………….. …………72
第六節 人力資源管理措施對組織承諾與工作績效的影響………………... …...…….76
第五章 結論與建議..…………………………………….……………………………….79
第一節 實證結果..……………………………………………….……………………….79
第二節 管理意涵..……………………………………………….……………………….83
第三節 研究限制與後續研究建議..……………………………….…………………….86
參考文獻 …………………………………………………………………………..…......87
一、中文部份 ………………………………………………………………………….…87
二、英文部份 …………………………………………………….……………………….90
三、網路資料 …………………………………………………….……………………….96
四、附錄問卷…………………………………………………………….……………….97

表 目 錄
表 1-1 非典型勞工分類…………………………………………………………………...5
表 2-1 人事管理與人力資源管理之比較……………………………………………..….9
表 2-2 國內外學者對組織承諾之定義…………………………………………….……18
表 2-3 組織承諾以觀點定義分類……………………………………………………….21
表 2-4 學者對組織承諾的分類………………………………………………………….22
表 2-5 工作績效定義彙整表…………………………………………………...………..25
表 3-1 為本研究各變項之構面與題目………………………………………….………39
表 3-2 問卷構面之信度分析……………………………………………………….……44
表4-1-1 樣本回收狀況分析表…………………………………………...………………45
表4-1-2 人口統計分析表……………………………………………………………...…46
表4-1-3 工作職務類型與個人屬性交叉分析表…………………………….…..………47
表4-2-1 「人力資源管理措施」量表之因素描述性統計…………………...……………48
表4-2-2 「工作特性」因素之描述性統計…………………………………..……………49
表4-2-3 「績效管理」因素之描述性統計…………………………………..……………50
表4-2-4 「薪資福利」因素之描述性統計………………………………………………51
表4-2-5 「教育訓練」因素之描述性統計………………………………...………………52
表4-2-6 「組織承諾」量表之因素描述性統計…………………………...………………52
表4-2-7 「價值承諾」因素之描述性統計………………………………..………………53
表4-2-8 「努力承諾」因素之描述性統計……………………………………….….……53
表4-2-9 「留職承諾」因素之描述性統計…………………………………….……..……53
表4-2-10 「工作績效」因素之描述性統計-員工自評…………………………..………54
表4-2-11 「工作績效」因素之描述性統計-主管評定………………………………..…55
表4-3-1 性別對於「人力資源管理措施」之顯著性差異………………………….……56
表4-3-2 年齡對於「人力資源管理措施」之顯著性差異………………………….……57
表4-3-3 學歷對於「人力資源管理措施」之顯著性差異………………………………58
表4-3-4工作職務對於「人力資源管理措施」之顯著性差異………………………..…60
表4-3-5工作年資對於「人力資源管理措施」之顯著性差異……………………….…61
表4-3-6 性別對於「組織承諾」之顯著性差異…………………………………………63
表4-3-7 年齡對於「組織承諾」之顯著性差異…………………………………………64
表4-3-8 學歷對於「組織承諾」之顯著性差異………………………………….………65
表4-3-9工作職務對於「組織承諾」之顯著性差異………………….………….………65
表4-3-10工作年資對於「組織承諾」之顯著性差異………………………………….…66
表4-3-11 性別對於「工作績效」之顯著性差異…………………………..……….……67
表4-3-12 年齡對於「工作績效」之顯著性差異……………………………..………67
表4-3-13 學歷不同於「工作績效」之顯著性差異……………………..……....……68
表4-3-14 工作職務對於「工作績效」之顯著性差異…………………….…….……68
表4-3-15 工作年資對於「工作績效」之顯著性差異…………………….…….……69
表4-3-16 自變項對於研究因素之顯著性差異分析………………….……….………70
表4-4-1 研究量表之相關性分析……………………………………………….…...…71
表 4-5-1 人力資源管理措施共線性檢驗結果……………………….……………..…72
表4-5-2 人力資源管理措施與組織承諾之迴歸模型………………...…………..……74
表4-5-3 人力資源管理措施與工作績效之迴歸模型…………………………….....…75
表 4-6-1 員工工作型態之人力資源管理措施對組織承諾之干擾效果………..….…76
表 4-6-2 員工工作型態之人力資源管理措施對工作績效之干擾效果………..….…77
表 5-1 研究結果歸納表…………………………………………………………...……82

圖 目 錄

圖 2-1 工作特性模型…………………………………….................................................14
圖 3-1 研究架構圖 …………………………………….................................................35

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三、網路資料：
行政院主計總處，網址：http://www.dgbas.gov.tw/mp.asp?mp=1