近幾年海軍在人員相關縮減下，仍須恪遵「指揮管制自動化、作戰能力立體化、武器系統飛彈化」等建軍指導，以達到精簡、調整編裝。目前階段編裝調整及人員裁撤後，雖然有去無存菁之效果，但海軍所負責之任務仍為繁重。
而從事後勤工作人員須由不斷的訓練與培養才能養成，對國軍而言都是必要投資。但在經歷一波又一波的組織精簡政策後，存留在軍中的人員除了在工作量持續增多外，工作壓力也相對提升，也因此伴隨著組織承諾、工作投入及工作滿足感也有些許的降低，伴隨著升遷機會也跟著降低，導致人員產生一定程度的離職傾向，進而影響單位的整體常態運作。
本研究以東部某海軍後勤支援修護單位人員為研究對象，樣本為310為單位人員，並利用結構方程式分析資料與實證本驗證之假設，結果經研究證實發現: (1)員工的工作壓力越大，對於員工的工作滿足(路徑係數=-0.329)，組織承諾(路徑係數=-1.6)以及工作投入(路徑係數=-0.326)會有明顯的負向影響；(2)員工的組織承諾越發明顯，則員工的工作投入(路徑係數=0.65)跟工作滿足(路徑係數=0.732)也會有正向的提升；(3)員工的工作滿意度越高，對於員工的工作投入也會越來越高(路徑係數=0.997)；(4)員工對於工作越加投入，則越不會有離職傾向的信念(路徑係數=-1.132)；(5)員工對於組織的承諾越明顯，則會降低他們離職的慾望(路徑係數=-0.925)；(6)員工對於工作的滿足感越高，離職傾向會越來越低(路徑係數=-1.061)。

Since the navy manpower reducing policy has been enforce recently. People in the navy still have to follow the basic policy sort of “automatic commandership, three-dimensional fight strategy” in order to get the organization more efficient and easier to adjust the group. Although these kind of change can let the organization cost down and let it work more efficiently, on the other side, the mission and the work in the navy is still severe.
No doubt that people who work in the logistic is really laborious and needed to be well trained . As for the nation this kind of investment is necessary. However, after the reducing policy has been enforce, people in the organization gets more work to do and also have to overcome more difficulty and needed to bear on more stress. Therefore the satisfaction and the royalty to the work will also be decline. Furthermore the number of resignation and the reducing of willing to do this kind of work will also become higher. As the result the whole function of organization will be affected. In order to solve the problem, we create this research using the logistic troop in the eastern coast of Taiwan as an example. Collecting 300 people who work in the different unit as an example .
According to this report: (1) the pressure on the worker will have negative effect on their job performance. (2) the organization promise will have positive effect on how much they pay for work. (3) the more satisfaction their worker feel the harder they will willing to pay for their work. (4) the harder effort they pay for work the less they want to resign. (5) the more clear promise they have receive the less they want to make their resignation. (6) the more satisfaction on work they have the less they will quit their job.

目錄
頁次
致謝 ii
中文摘要 iii
Abstract iv
圖目錄 viii
表目錄 ix
第一章 緒論 11
第一節 研究背景 11
第二節 研究動機 12
第三節 研究目的 13
第四節 研究範圍與對象 14
第五節 研究流程 15
第六節 論文架構 16
第二章 文獻探討 17
第一節 工作壓力 17
第二節 組織承諾 21
第三節 工作投入 23
第四節 工作滿足 26
第五節 離職傾向 29
第六節 各變數間關係與假設發展 32
第三章 研究方法 36
第一節 研究架構 36
第二節 研究假說 37
第三節 研究變數操作型定義與衡量 38
第四節 問卷設計 43
第五節 資料收集方法 44
第六節 資料分析方法 45
第四章 研究結果 47
第一節 敘述性統計 47
第二節 Pearson相關分析 53
第三節 共同方法變異檢測 53
第四節 信度分析與效度分析 55
第五節 整體模式分析 59
第五章 結論與建議 65
第一節 結論 65
第二節 管理意涵 69
第三節 研究限制與後續研究建議 71
參考文獻 72
中文文獻 72
英文文獻 73
附錄一 正式問卷 83

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