摘要 半導體市場的景氣循環變動快速、產品生命週期短以及專業人才培育的時間較長 等條件限制下，設備供應商不敢貿然地招募新員工，故而將技術人力以委外的方式來因應景氣波動，儼然成為一種可以使設備供應商能兼顧人力彈性調配和減少成本費用 支出的有效方法。 對高科技業來說，高度專業的技術人力是公司競爭力的重要指標，尤其是在知識 產業中，員工是公司最有價值的資產，員工對公司的承諾與生產績效將攸關公司的競 爭力。故此，本研究針對半導體設備供應商，探討其近年來逐漸採用暫時性工作者/ 約聘式員工的方式來解決內部的人力需求時，公司一般的正式設備工程師與人力派遣 業者派遣到該公司內的暫時性工作者/約聘式員工，在組織承諾、工作投入、職業承諾 與工作價值，以及其前置影響因素，是否也有顯著差異。希望藉由這些差異特性做進 一步的分析，找出設備供應商在管理不同類型工作者時，可採用何種管理方式來提升 員工績效。研究結果顯示，暫時性工作者的承諾程度皆高於傳統工作者，這和傳統的 認知相異，說明暫時性人力在勞動市場的工作貢獻已不容忽視。

Abstract Changes in the semiconductor market are fast paced; the life of products is short-lived, while the time it takes to incubate talent is long. Under these restrictions, semiconductor equipment manufacturers are reluctant to hire new employees fearing the creation of high manpower costs. However, over the past few years, there has been an increase in the need for short-termed equipment engineers. Thus, semiconductor equipment manufacturers have commonly use using outsourcing technical manpower to react to difficulties produced from economic fluctuations. This method enables the company to have flexible manpower allocation while decreasing cost expenditures. As far as the high-tech industry is concerned, highly specialized manpower is one of the main factors in the development of a company’s competitive ability. Especially in knowledge industries, employees are among a company’s most valuable assets. An employee’s commitment and productive performance will directly affect the company’s competitiveness on the market. Thus, this research is directed at semiconductor equipment manufacturers’ gradually increasing use of temporary/contract workers. The main research point is the differences between the company’s traditional workers and the temporary/contract workers with respect to four commitment related factors: organization commitment, job involvement, career commitment, and work value. Moreover, this research probes into whether or not there are differences in the level of importance placed on the influencing factors of these commitment levels. We go further to analyze these differences and establish methods to increase worker performance. Results of this research reveal that a difference does exist in the level of commitment between traditional workers and temporary workers in regards to the four factors. The commitment level of temporary workers is shown to be higher than traditional workers. Finally, we use regression model tofind the antecedent factors of work commitment for temporary and traditional workers. It shows some differences antecedent factors for the two kinds of workers.