臺灣博碩士論文加值系統

企業國際化後，面臨多國員工背景差異管理問題，臺灣大陸兩岸員工因養成背景文化不同，工作價值觀也具差異，為了能有效領導，許多企業藉由形塑公司獨特企業文化，經過有效的理念與實務倒入企業文化，提升員工工作幸福感，激勵員工士氣，創新敬業貢獻，達成公司願景目標。因此，本研究主要目的在探討企業文化對於兩岸員工工作幸福感與敬業貢獻影響之研究，並以個案股份有限公司為個案研究對象。
本研究以臺灣已創辦50年零組件製造全球企業之企業個案公司為研究對象，個案公司企業領導人創建的企業文化為研究主軸，並以臺灣區總公司及大陸上海兩個廠區之員工為研究樣本，了解兩岸員工對於個案公司企業文化的認知差異，並驗證員工企業文化認知與員工工作幸福感與敬業貢獻度的關係。總回收有效問卷共計490筆資料，採用多變量統計、階層迴歸分析等統計方法，用以了解個案公司兩岸員工對企業文化認同差異，探討個案公司企業文化對員工幸福感與敬業貢獻之影響。研究發現：
一、兩岸員工對於個案公司企業文化具備認同感，其中又以仁德厚道、誠信安定兩項的認同度較高，但員工成長面向的認同度較低。
二、兩岸員工會因個人特徵對於個案公司企業文化的認同感而有差異，整體而言，女性、已婚、25歲以下族群對於企業文化認同感相對較低。另外，臺灣學歷為專科及大陸學歷在高中職下，及年資在一年內的同仁應該多與關注。
三、個案公司企業文化的認同程度會影響員工的工作幸福感與敬業貢獻度。
四、建議針對大陸員工的企業文化認同度，可依員工個人屬性分群設計不同的方案引導。
根據研究結果，將能在其企業文化的導入以及兩岸人力管理層面有實證依據，作為個案公司及台商作為參考，進而創新公司整體組織文化。

The research was to explore the research on the influence of corporate culture on employees' job well-being and dedication to work on both sides of the Taiwan Strait, and take H case. as the case study object. After the internationalization of the company, it was faced with the problem of management of multi-national employees' background differences. Due to the different background cultures and different work values of employees on both sides of the Taiwan Strait, in order to be able to lead effectively. By shaping the company's unique corporate culture and guided by effective concepts and practices, many companies could improve employees' work happiness, motivate employees' morale, innovate and contribute to their work, and achieve the company's vision and goals.
The study was H case, a global enterprise founded by Taiwan Components for 50 years. The research focus is on the corporate culture created by the leaders, and the employees of the head office in Taiwan and in Shanghai, China were used as the research object. Samples were used to understand the differences in employees' perceptions of the combined corporate culture on both sides of the Taiwan Strait, and to verify the relationship between employees' corporate culture perception and employees' work happiness and dedication to their contribution. A total of 490 pieces of data were collected from valid questionnaires, and statistical methods such as multivariate statistics and hierarchical regression analysis were used to understand the differences in the recognition of corporate culture between employees on both sides of the Taiwan Strait, and to explore the impact of corporate culture on employee happiness and dedication.
The study found:
1.Employees on both sides of the Taiwan Strait have a sense of identity with the corporate culture of the case company. Among them, the recognition degree of benevolence, kindness, integrity and stability is high, but the recognition degree of employee growth is relatively low.
2.Employees on both sides of the Taiwan Strait will have different identification with the corporate culture of the individual company due to their personal characteristics. On the whole, females, married people, and ethnic groups under the age of 25 have relatively low identification with the corporate culture. In addition, the Taiwanese education is a junior college and the mainland education is under the high school, and the colleagues with the seniority within one year should pay more attention.
3.The degree of recognition of the combined corporate culture will affect the employee's job happiness and dedication.
4.It is recommended to design different programs and guidance according to the individual attributes of employees according to the corporate cultural identity of mainland employees. According to the research results, it will be able to have empirical evidence in the introduction of its corporate culture and cross-strait human management, as a reference for H case and Taiwanese businessmen, and then innovate the company's overall organizational culture.

摘 要 i
Abstract iii
目 次 v
表 次 ix
圖 次 xi
第一章 緒論 1
第一節 研究背景 1
第二節 研究動機 3
第三節 研究目的 4
第四節 研究流程 5
第二章 文獻探討 7
第一節 企業文化 7
一、企業文化的定義 7
二、企業文化的重要性 8
第二節 員工幸福感 9
一、員工幸福感的定義 9
二、影響幸福感的因素 10
第三節 敬業貢獻 11
一、敬業貢獻之定義 11
二、敬業貢獻的相關討論 13
第四節 各變項關係之探討 13
一、員工企業文化認知對工作幸福感之關係 13
二、員工工作幸福感對敬業貢獻之關係 14
三、員工企業文化認知對敬業貢獻之關係 14
第三章 研究設計與方法 17
第一節 研究架構與假說 17
第二節 問卷調查與實施處理 19
一、研究對象介紹 19
二、問卷調查方式與回收 21
三、問卷資料處理與分析 24
第三節 研究量表 24
一、企業文化構面量表 25
二、員工幸福感構面量表 26
三、敬業貢獻構面量表 26
第四節 信度與效度分析 28
一、信度分析 28
二、效度分析 29
第五節 統計方法與分析 32
一、描述性統計分析 33
二、變異數分析 33
三、迴歸分析 33
四、中介分析 33
第四章 資料分析 35
第一節 描述性統計分析 35
第二節 相關分析 39
一、企業文化知覺對幸福感間之相互關聯 41
二、企業文化知覺對敬業貢獻間之相互關聯 41
三、工作幸福感對敬業貢獻間之相互關聯 41
第三節 員工企業文化認知、幸福感與敬業貢獻程度分析 42
一、員工企業文化認知程度分析 42
二、員工工作幸福感感受程度分析 44
三、員工敬業貢獻程度分析 46
第四節 不同個人屬性在企業文化、幸福感與敬業貢獻差異分析 47
一、性別差異分析 47
二、職位差異分析 48
三、婚姻狀況差異分析 49
四、年齡層差異分析 50
五、教育程度差異分析 52
六、年資差異分析 53
七、部門差異分析 55
第五節 企業文化、幸福感與敬業貢獻相互影響分析 57
一、企業文化認知對工作幸福感具正向影響 57
二、工作幸福感對敬業貢獻具正向影響 58
三、企業文化認知對敬業貢獻具正向影響 59
四、工作幸福感對兩岸企業文化認知與敬業貢獻之中介效果 60
第五章 結論與建議 63
第一節 研究結論 64
一、個案公司兩岸員工結構 64
二、兩岸員工對於個案公司企業文化具認同感 64
三、員工個人特徵對於個案公司文化的認同感、幸福感受與敬業貢獻呈現差異 65
四、兩岸員工對企業文化認知、幸福感與敬業貢獻有正向影響 66
第二節 研究建議 67
一、分群管理並輔以訪談法深入探究員工的需求差異 67
二、營造降低兩岸員工文化差異的環境 67
參考文獻 69
附錄一 77

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