組織目標的達成有賴於組織內成員共同努力，部屬的工作表現是影響組織生存的重要關鍵因素，而領導者對組織成員的責任與影響力更是確保組織能持續成長的重要因素。美國有超過半數的員工認為，如果他們願意的話，可以增加其生產力，但卻又覺得沒有動力讓他們這麼做，換言之，他們的工作投入是較低的。這說明了有才能的人並不總是有好的表現，反之，有強烈的工作投入意願的人，但是能力稍有不足者，卻很可能發揮、甚至超越他們的潛能。各企業漸漸意識到了這論點，所以更加重視並激發員工的工作投入。 員工有無充分的投入完成任務及對組織的認同程度，除了自身才能外，主管的領導風格及公司的人力資源管理措施應該也是非常重要的因素之ㄧ。因此，本研究以國內某電腦公司為個案進行研究分析，了解員工工作投入和組織認同的關連性及組織的其他可能影響工作投入及組織認同的原因，探討：1.轉換型領導對員工工作投入及組織認同的影響；2.人力資源管理措施對員工工作投入及組織認同的影響；3.組織公平對員工工作投入及組織認同的影響。 本研究以問卷調查方式，共計發出350份問卷，回收246份，有效問卷241份，無效問卷5份，有效問卷回收率68.8%。經由變異數分析、相關及迴歸等統計分析後，找出影響個案公司的員工工作態度的影響因素，並提出具體建議如下：1.研究發現受教育年數對工作投入與組織認同未呈顯著影響，建議未來在召募新進員工時，除非基於工作職能需要，否則無需考慮學歷因素；2.培訓組織認同度高的員工，輔佐新進同仁，縮短其摸索期；3.合理薪資制度能提高組織認同，建議未來透過績效付薪，高績效高技能者，調薪及獎金應較高；4.有計畫的訓練與職涯發展，能提高工作投入與組織認同；5.加強溝通管道暢通及多舉辦員工座談會，能提高工作投入與組織認同；上述管理措施皆需基於公平的原則下設計與執行，對員工工作態度能有正向影響。 To achieve the goal of the organization depends on the effort of organizational members and performance of employees. The effects and responsibility of leaders are the important factors to assure the growth of the organization. In America, over half of the employees believe that willingness could increase productivity, but lack motivation in doing so. In other words, their job involvements are lower than what they can be. This means that employee with good ability does not always mean with good performance. Instead, employee with strong willingness of job involvement and with slight insufficient ability could surpass their potentials, and get excellent job performance. More and more managers realized this issue. Consequently, managers valued and inspire their employee’s with job involvement issue. The leadership style of manager and human resources managements can affect the contribution of employee’s effort to finish his job and the degree of organizational identification. This subject of this study is one computer company in Taiwan to explore the correlation of employee’s job involvement and organization’s identification. The major aims of this research are to explore: 1.The effects to employee’s job involvement and organizational identifications with transformational leadership; 2.The effects to employee’s job involvement and organizational identifications with human resources managements; 3.The effects to employee’s job involvement and organizational identifications with organizational justice. This research were based on questionnaire, distributed to 350 employees and collected 246，among them 241 were valid. The returned rate was 68.8%. Data was analyzed via ANOVA, to find out the correlation and regression analysis, then find out the factors which can affect employee’s working attitudes, suggestions are as follows: 1. There is no obvious difference with the educational level, so in the recruitment, education does not have to pay much attention when recruit employees. . 2. Training and cultivating those employees with high organization identification to help new comer, to shorten their probationary period. 3. Review salary system, high performance with higher pay. 4. Systematic training plan and career path can get higher job involvement and organizational identifications. 5. Strengthen the communication channel, held more forum in order to boost job involvement and organization’s identification. Based on the above action plans, a reasonable set up and implementation is necessary in order to achieve a positive attitude from the employees job involvement. Key words: Transformational leadership、Human Resource Managements、Organizational justice、Job involvement、organizational identification.
