||Mapping the relationships between high-performance work systems, perceived supervisory support, intrinsic motivation and employee engagement: a study of the banking FLSE in Taiwan
||Department of Business Administration
high-performance work systems
perceived supervisory support
高績效工作系統為近十年來受到廣泛討論的人力資源管理措施，用以因應多變且競爭的環境，增強員工技能與承諾，進而提升組織的整體績效。本研究希望探討臺灣銀行業之一線服務從業人員對於高績效工作系統的感受，了解此人力資源管理措施的運作是否真能提升員工的工作成果－員工敬業度，另外也將主管支持以及員工本身的內在動機分別設為中介變項與調節變項，藉此探究影響分行之一線服務從業人員工作表現與態度的過程和要素。本研究透過問卷調查的方式，蒐集來自第一商業銀行、合作金庫商業銀行、玉山商業銀行之分行共227份有效問卷（回收率82.014%），分析結果支持所有研究假設，高績效工作系統之感受與知覺主管支持具有正向顯著的關係，知覺主管支持與員工敬業度具有正向顯著關係，而知覺主管支持在高績效工作系統之感受與員工敬業度之間存在顯著的中介效果，內在動機在知覺主管支持與員工敬業度之間具有正向強化的調節效果；然而，因本研究獨特的樣本特性產生與過去文獻賦予內在動機重要角色的結果有所不同，理論意涵與實務意涵將於結論進行探討，研究結果將針對本研究樣本與組織性質的差異進行分析並與霍夫斯泰德的文化維度理論（Hofstede’s Cultural Dimensions Theory）連結，藉以提供實務上之人力資源管理建議。
High-performance work systems (HPWS) have been highly discussed over the last decade. In the changing and competitive environment, HPWS is a human resource practice to enhance employees’ ability and commitment, thereby increase the overall performance of organization. We hope to map the relationship between HPWS and employee engagement in the frontline service employees (FLSE) in the banking sector. Results are based on the sample of 227 banking FLSE in Taiwan, and all hypotheses of our study are supported. First, perceived HPWS is significantly positive related to perceived supervisory support. Second, perceived supervisory support is positive significantly associated with employee engagement. Third, perceived supervisory support is mediating the relationship between perceived HPWS and employee engagement. Last, intrinsic motivation is a moderator between perceived supervisory support and employee engagement. However, due to the unique characteristics in our sample, we found the different perspective in previously published paper between perceived supervisory support and intrinsic motivation. In addition to the difference in samples and organizations, we also link the results to Hofstede’s cultural dimensions. Our study will conclude with a discussion, implication in practice and suggestions for the research in the future.
第一章 緒論 1
第一節 研究背景 1
第二節 研究動機 2
第三節 研究目的 3
第二章 文獻回顧及研究假設 4
第一節 高績效工作系統（High-Performance Work Systems） 4
第二節 知覺主管支持（Perceived Supervisory Support） 7
第三節 員工敬業度（Employee Engagement） 9
第四節 內在動機（Intrinsic Motivation） 12
第五節 理論基礎 14
第三章 研究方法 16
第一節 研究設計 16
第二節 研究變項之衡量 17
第三節 研究樣本 21
第四節 資料蒐集 22
第五節 資料分析 23
第四章 結果 24
第一節 各變數構面之因素分析及信度分析 24
第二節 資料分析 31
第三節 假說檢定 36
第五章 結論 43
第一節 結論 43
第二節 討論 45
第三節 理論意涵 50
第四節 實務意涵 50
第五節 研究限制 52
第六節 未來建議與發展 53
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