隨著時代的日新月異，各產業的興衰亦有著無法預測的改變。任何一個企業的成功與否除了需有創新的技術、正確的策略領導外，若是要持續成長、永續經營，更須依賴全體員工的努力與合作，讓員工樂意為公司全力以赴的工作。由於員工的態度與行為是影響組織成功的主要因素，本研究係以流通業的一家居家修繕公司之全體1,040位員工為研究對象，探討員工工作滿足、組織承諾的相關影響變項。主要研究目的為：（一）探討不同的個人屬性變項對工作滿足、組織承諾影響是否具有顯著差異。（二）探討不同的工作特性、管理模式對工作滿足、組織承諾的影響與相關。（三）探討不同工作價值員工之工作特性、管理模式認知對組織承諾影響之差異。 本研究採取問卷調查法，蒐集個案公司有效問卷達793份。資料分析則採用SPSS軟體之相關分析與迴歸分析對各研究假設加以驗證，結果發現： 男性員工比女性員工有較高的內在工作滿足；年資在0.5年以下的員工比0.5-1.5年及1.5-2.5年的員工有較高的內在工作滿足、外在工作滿足，年資高於2.5年員工之組織承諾明顯高於0.5-1.5年；在職等上，4-5等的員工之內在工作滿足、外在工作滿足、組織承諾明顯高於2-3等員工；工作類型上，正職員工之外在工作滿足顯著高於兼職員工，兼職員工在組織承諾變項的向心力卻顯著高於正職員工。而工作特性、管理模式與工作滿足及組織承諾間均具有顯著的正向關係存在；工作特性中的工作挑戰性、工作合作性、工作負荷性等各構面均對於工作滿足與組織承諾間達到顯著正向影響；管理模式中，則以升遷發展、薪資福利的正向顯著影響效果最大，而績效評核則對組織承諾產生顯著負向影響；最後，在工作滿足構面中，則以內在滿足對於組織承諾產生顯著正向影響。在不同工作價值員工的組織承諾迴歸模型之研究結果發現，追求內在工作價值者的組織承諾最高，且搭配合適的工作特性與管理措施對員工向心力的提升效果最大。 Employee attitudes and behaviors are the key to organizational success. This research chooses 1040 employees working at a repairing company as major samples to discuss the relationships between employee satisfaction and organizational commitments. The major purposes of this research are to find out whether personal attributes will influence job satisfaction and organizational commitment, and to find out the relationships of between job characteristics, management models and organizational commitments. Besides, the author also wants to find out the influences of different job value and different perceptions of management models on organizational commitments. In order to reach the above objectives, this research used questionnaires to gather 793 valid questionnaires, and the author used correlation analysis and regression analysis to analyze the data collected. This research found that different personal attributes will influence job satisfactions and organizational commitments. There is a positive relationship between job characteristics, management models, job satisfactions, and organizational commitments. Moreover, job challenges, co-operations and loadings will also have a positive influence on job satisfactions and organizational commitments. In management models, promotions and compensation and benefits will have the greatest influence; however, performance appraisal has a negative influence. Besides, internal satisfaction will have a positive influence on organizational commitments. In the regression model, the author finds that employees seeking internal job values have highest organizational commitment and if companied by suitable job characteristics and management models, there will be great effects to promote employee commitments.
