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題名：公賣局獎酬結構改變對組織公平、組織承諾、工作滿足及績效的影響
作者：蔡木霖
作者(外文)：Martin M.L. Tsai
校院名稱：國立臺北大學
系所名稱：企業管理學系
指導教授：黃營杉
學位類別：博士
出版日期：2002
主題關鍵詞：獎酬結構；組織公平；組織承諾；工作滿足；績效；Reward System；Organizational Equity；Organizational Commitment；Job Satisfaction；Performance
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提要內容：
本篇論文主要目的在評估公賣局獎酬結構改變後是否提高員工的公平知覺、努力投入、工作滿足及績效。在95%信賴水準及3%之誤差容忍度的條件，採分層比例隨機抽樣，資料蒐集方法上採行郵寄問卷。獎酬結構改變前後共進行三次抽樣調查，分別回收955、963及938份問卷。就各次回收樣本，比對母體結構的分佈，各次抽樣之人口統計變項中，除學歷外，其餘與母體分佈情形一致。以等距隨機抽取其中五分之一的樣本進行問卷測試，餘者做為資料分析用。整體而言，檢定分析結果顯示：公賣局獎酬結構改變並沒有提高員工的公平知覺、努力投入、工作滿足及績效。在各事業組人口統計特徵上的發現則不盡相同：(一)流通事業：工員、男性、大學以上、年齡在50歲以上、年資在20年至30年間員工之個人公平知覺下降；男性、高中以下員工之認同承諾知覺下降。年齡較大者(>50歲)工作滿足降低。(二)菸事業：工員、專科學歷、年齡在50歲以上、年資在20年以下之個人公平知覺下降；年齡在50歲以上、年資超過30年對溝通公平的知覺下降；工員、年齡介於40到50歲者之努力承諾下降；年資介於20到30年者之留職承諾下降。(三)酒事業：職員在個人公平、互動公平及申訴公平知覺下降；工
員、女性、高中以下、非主管、年齡在50歲以下、年資在20年以下者之努力承諾下降。(四)啤酒事業：工員、男性、大學以上/高中以下、非主管、年齡小於50歲、年資少於30年下者，個人公平知覺下降；工員、女性、高中以下、主管、年齡介於40-50歲者，內部公平知覺下降。工員、大學以上者，參與公平知覺下降；工員、男性、大學以上、年齡大於40歲以上者，溝通的公平性知覺下降。工員、男性、高中以下、年齡在40-50歲之間、年資較少(<20年)以下對申訴公平的知覺下降。工員、高中以下、年齡介於40-50歲之間、年資在20年以下者降低了認同承諾。這些發現意涵著：(1) 新獎酬方式對組織公平、組織承諾或工作滿足的影響因員工而有差異，顯示影響效果差異的多元性。(2) 組織公平、組織承諾或工作滿足與績效的關係微弱。(3) 公賣局新的獎酬分配方式應較符合公平理論上的觀點，預期可以達到員工知覺公平提高，同時會對組織承諾加深，亦會更對工作感到滿足，顯然結果並不如預期者，顯示公賣局目前的獎酬政策值得檢討。
關鍵詞：獎酬結構、組織公平、組織承諾、工作滿足、績效
ABSTRACT
The purpose of this study was to examine how the changes in the reward systems increase the equity perception, effort commitment, job satisfaction and performance of employees in Taiwan Tobacco and Wine Board (TTWB). Under 95% confidence interval and 3% sampling error tolerance, three surveys were conducted by proportionately stratified sampling before and after the new reward systems were enacted. Questionnaires were mailed to 1,000 TTWB employees on three separate occasions, of which 955, 963, and 938 respectively were filled in and returned to source. The demographic characteristics of the samples used in this study were compared to population demographics. No significant differences in terms were found, except for education.
One fifth of the samples, selected by random samplings at staggered intervals, were used in the pre-test; the remaining 4 fifths were used in data analysis. The results of the analysis suggest that the new reward systems of TTWB will not increase the employees’ equity perceptions, organizational commitment, job satisfaction and performance. The findings in respect of the demographic characteristics of each business unit, vary as below:
1. Distribution business unit: in workers, males, college education or above, age under 50, job tenure between 20-30 years, indicate individual equity perception decreases. However, in males, high school or below, recognition commitment perception decreases, and in those aged above 50, job satisfaction decreases.
2. Tobacco business unit: in workers, males, college education or above, age above 50, job tenure less than 20 years, individual equity perception decreases; age above 50 or job tenure more than 30 years, communication equity perception decreases. In workers, aged between 40-50, effort commitment decreases. In those with a job tenure of between 20-30 years, retention of commitment decreases.
3. Liquor business unit: in staff, individual equity, interpersonal equity and appeal equity, decrease; in workers, females, high school or below, non-superiors, age under 50, job tenure less than 20 years, effort commitment decreases.
4. Beer business unit: in workers, male, college education or above/high school or below, non-superiors, age under 50, job tenure under 30 years, individual equity perception decreases; in workers, females, high school or below, superiors, age between 40-50 years, intrinsic equity perception decreases. In workers, college education or above, participation equity perception decreases; in workers, males, college education or above, age above 40, communication equity perception decreases. In workers, males, high school or below, age between 40-50, job tenure less than 20 years, appeal equity perception decreases. In workers, high school or below, age between 40-50, job tenure under 20 years, recognition commitment decreases.
These findings imply（1）the impacts of the new reward systems on organizational equity, organizational commitment and job satisfaction, vary by employees, which indicates varying degrees of effectiveness.（2） organizational equity, organizational commitment and job satisfaction, are little related to performance.（3）the distributive approach of the new reward systems of TTWB is in accordance with the equity theory, which not only can increase employees’ equity perception but also enhance organizational commitment and job satisfaction; however, the results of this study indicate that the new systems of TTWB can not support expectations and need to be reevaluated.
Key words: Reward System, Organizational Equity, Organizational Commitment, Job Satisfaction, Performance
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