本研究以某大型零售業為對象，針對某大型零售賣場兩家分店實施利益分享制度前後，探討員工的心理賦權感（Phychological Empowerment）與工作滿意（Job Satisfaction）是否隨之改變，了解個案公司實施利益分享制度時員工的反應，並希望藉此了解個案公司實施利益分享的初步成效，提供個案公司改善參考。 本研究採準實驗設計的方式，針對個案公司實施利益分享制度的二家分店，以問卷調查的方式研究該制度實施前後員工的心理賦權感與工作滿意。個案公司該二分店於九十六年十二月實施利益分享制度，問卷調查實施前測驗（制度實施前一週）到實施後測驗間隔四個月，參與受測的總人數為209人，前後測共回收327份有效問卷。 分析問卷結果發現，該二分店員工在實施利益分享制度後的心理賦權感與工作滿意不升反降，與已知之大量研究不符。為了探究心理賦權感與工作滿意下降的原因，於問卷調查結束後第二週以深度訪談方式再進行質性研究。分析質性訪談結果後發現，個案公司的利益分享制度因為發生以下的問題，而導致員工的心理賦權感與工作滿意下降：制度推動的準備時間不足、溝通不佳、員工抗拒、未即時解決執行問題、員工的自我效能不足、獎金制度設計缺失。由此可知，僅做工作設計及獎酬制度改變的利益分享不易成功；而利益分享實為複雜的變革過程，若忽略管理實施利益分享制度的變革過程，亦將使利益分享制度難以成功。 本研究建議，若欲確保實施利益分享制度能夠成功，在短期而言，組織必須提升變革管理的能力，必須同時提升員工的內在動機；在長期而言，則必須採取行動避免財務獎酬所產生的負面效應。 This research studies the employee psychological empowerment and job satisfaction before and after implementation of a typical gain sharing plan. It is also used to understand how employees react to a gain sharing plan and thus be beneficial to management decisions. The employees of two stores of a mass retailer that implemented a gain sharing plan were selected as the samples for the quasi-experimental design of questionnairing that was employed to study the employee psychological empowerment and job satisfaction before and after the plan put into effect. The gain sharing plan started in December 2007. The post-questionnairing was conducted 4 months after the pre-one. Totally 209 employees returned their questionnaires and 327 of the returned questionnaires were verified effective. The analysis of the effective questionnaires indicates less psychological empowerment and job satisfaction of the employees after the gain sharing system was put into effect, which contradicts most of the existing researches. To find out what caused this, a qualitative research was then conducted 2 weeks after the post questionnairing. The analysis of the qualitative research shows that several factors caused less employee psychological empowerment and job satisfaction while implementing a gain sharing plan: inadequate time for preparation, ineffective communication, employee resistence, management’s failure to timely solve implementing problems, insufficient employee self-efficacy, and poor gain sharing plan design. In conclusion, a gian sharing system that only changes employee job design and financial rewards can not guarantee success. The implementation of a profit sharing plan is actually a complex change process. Ineffectively managing the change process will very probably lead to failure. It is suggested that to ensure successful implementation of a gain sharing plan the organization needs to enhance its change management ability and employee intrinsic motivation in the short term and take actions to prevent the possible negative effects casued by offering financial rewards in the long term.
