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題名：工作要求、工作資源、工作倦怠、組織承諾及組織公民行為關係模式建構之研究
作者：楊榮宗
作者(外文)：Jung-Tsung Yang
校院名稱：國立高雄師範大學
系所名稱：工業科技教育學系
指導教授：江文鉅
學位類別：博士
出版日期：2011
主題關鍵詞：工作要求；工作資源；工作倦怠；組織承諾；組織公民行為；JD-R模式；Job Demand；Job Resource；Job Burnout；Organizational Commitment；Organizational Citizenship Behavior；JD-R Model
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組織承諾為個人意願上對組織的認同與投入，組織公民行為則是一種自主裁量行為，超越了職責的要求，益於組織運作成效，而工作倦怠是因工作負荷超載，導致壓力沉重而對工作喪失意義。組織承諾與組織公民行為都有助於提高組織生產力，而工作倦怠易產生員工健康、離職與效能等問題，所以三者皆是衡量組織績效的有效指標。是以，組織如何適當地要求員工達成工作目標，並兼顧員工的需求，提供工作資源來促進組織承諾與組織公民行為，減緩工作倦怠，一直是學者關注探索的主題。
研究旨在探討企業員工工作要求、工作資源、工作倦怠、組織承諾與組織公民行為之關係模式建構，分二階段進行，第一階段採用文獻探討及深度訪談等方法進行研究，訪談對象為科技企業之管理者，以確認工作要求與工作資源之因素及潛在變項間之關係。第二階段為模式進行實徵性研究，問卷對象採叢集抽樣方式進行調查，共發出1000份問卷，回收621份，其中有效問卷583份，有效樣本回收率58.3%，運用結構方程模式驗證影響組織承諾與組織公民行為的理論模式，以利未來企業之經營管理，研究獲致以下結論：
一、工作要求、工作資源、工作倦怠及組織承諾等四個潛在二階因素均影響企業員工之組織公民行為。
二、整體建構的理論模式適配度良好，潛在二階因素對組織承諾與組織公民行為有高度的解釋力。
三、影響組織公民行為的外因變項分別為工作負荷、工作連繫、薪資報酬、工作自主、同事支持、主管支持、職涯發展、情緒耗竭、犬儒主義、情感承諾及規範承諾。而工作環境及續留承諾無顯著影響。
四、工作要求、工作倦怠及組織承諾會直接影響企業員工之組織公民行為，工作資源則是經由工作倦怠及組織承諾間接影響組織公民行為。
五、工作資源直接影響組織承諾；工作要求與工作資源亦直接影響工作倦怠。
六、企業員工的公民道德、助人行為與謙恭有禮最能反應組織公民行為。
七、職涯發展最能反應企業員工的工作資源，其次依序為主管支持、同事支持、工作自主及薪資報酬。
八、女性員工對工作倦怠之感受高於男性，男性員工對組織承諾及組織公民行為之認知高於女性。
九、中高階主管對工作要求、工作資源、組織承諾及組織公民行為之認知高於基層員工。
十、年長員工對情感承諾、組織公民行為及運動家精神之認知高於年輕員工。
Organizational commitment is the individual’s identification with and involvement in an organization. Organizational citizenship behavior is the autonomous behavior beyond job demands and is beneficial to the efficiency of an organization. Job burnout is caused by work overload which leads to great stress on employees and a lost interest in the job. Organizational commitment and organizational citizenship behavior are beneficial for increasing the organization’s producing power. However, job burnout causes employees’ health problems and may lead to resignation. Therefore, these three factors can be used as indicators for an organization’s efficiency. Thus, how an organization appropriately requires employees to reach work goals with concern to the employees’ needs, provides employees with work resources to enhance organizational commitment and organizational behavior, and reduces the employees’ job burnout has been a topic that has drawn researchers’ attention.
The aim of this study was to investigate the construction of a relationship model between job demand, job resources, job burnout, organizational commitment, and organizational citizenship behavior. The process was divided into two stages. In the first stage, the methods included literature review and detailed interviews with the administrators of technical enterprises in order to examine the relationship between factors related to job demand and job resource. The second stage focused on the implementation of the model. Questionnaires were sent to the participants who were chosen by cluster sampling. A total of 1000 questionnaires were sent out and 583 valid surveys were returned with a valid return rate of 58.3%. Structural equation modeling was used to examine a theoretical model affecting organizational commitment and organizational citizenship behavior in order to provide reference to the management of the enterprises. The conclusions from the study are as follows:
1. Second-order factors such as job demand, job resource, job burnout, and organizational commitment have effects on the organizational citizenship behavior of employees.
2. The degree of fitness of the whole constructed model is very good, and the potential second-order factors have high explanatory power of organizational commitment and organizational citizenship behavior.
3. The external variables which influence organizational citizenship behavior are workload, recipient contact, salary, job autonomy, peer support, supervisor support, career development, emotional exhaustion, cynicism, affective commitment, and normative commitment. However, work environment and continuance commitment have insignificant influence.
4. Job demand, job burnout and organizational commitment directly influence organizational citizenship behavior, while job resource has indirect influence on organizational citizenship behavior through job burnout and organizational commitment and job demand has indirect influence through job burnout.
5. Job resource has a direct influence on organizational commitment, while job demand and job resource have direct influence on job burnout.
6. Civic virtue, helping behavior and courtesy of employees reflects organizational citizenship behavior.
7. Career development significantly reflects work resource provided to employees. Other influencing factors in order of their influence are supervisor support, peer support, job autonomy and salary.
8. Female employees tend to feel stronger job burnout than male ones. However, male employees have high recognition of organizational commitment and organizational citizenship behavior than female employees.
9. Top and middle managers have higher recognition of job demand, job resource, organizational commitment, and organizational citizenship behavior than lower-level employees.
10.Older employees have higher recognition of affective commitment, organizational citizenship behavior and sportsmanship than younger employees.
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