近年來，公立醫院由於受到政府再造的影響與人事成本控制的迫切壓力，因此逐漸以契約進用人力取代公職人力。在公立醫院契約人數已與公職人數趨近的情形下，本研究以某公立教學醫院之護理人員為研究對象，探討護理人員的工作績效的影響因素。由於個案醫院的離職原因多與薪資偏低及工作氣氛有關，因此本研究以薪資制度及領導風格知覺作為工作績效之前因變項，同時亦進一步分析組織承諾與工作投入是否在上述前因影響中產生中介效果。俾以探討不同薪資制度、領導風格知覺對護理人員之組織承諾及工作投入之影響，並分析護理人員之組織承諾與工作投入對工作績效的中介效果。 本研究計發放問卷469份，回收有效問卷405份，有效問卷回收率約86%。在經過T檢定、單因子變異數分析、相關分析、迴歸分析後，主要結果發現如下： 一、員工知覺薪資制度較佳者，其組織承諾較高；而員工對其主管領導風格之知覺愈趨向於參與型及支持型領導者，其組織承諾亦會隨著提升。 二、當員工對薪資制度知覺的評價正向提升時，其工作投入隨之提高；同時當員工對其主管領導風格之知覺愈趨向參與型及工具型領導時，其工作投入亦會隨之增加。 三、員工之組織承諾、工作投入越高，其工作績效越佳。 四、薪資制度、參與型領導知覺對工作績效之影響，會透過組織承諾與工作投入之完全中介效果所影響；而工具型領導對工作績效之影響，亦因組織承諾與工作投入之部分中介效果而變得較弱。 In recent years, due to the government reengineering and high personnel cost in health care industry, public hospitals have employed contracting personnel instead of civil servant. The turnover rate of the contracted nursing staffs of the hospital that discussed in this study has unceasingly increase, and the cause almost due to the lower salary and the work atmosphere. This study is aimed to investigate the relationship between the perception of nursing staffs to the compensation systems, leadership styles and job performance, and probe into the mediate effects of organization commitment and job involvement to the perception of the compensation systems, leadership styles, and job performance. Some suggestions are made for management in this field according to the study results. There were 469 questionnaires sent to the nursing staffs of the region hospital discussed in this study; and gather 405 valid questionnaires (The valid rate is 86%).The data was analyzed by a number of statistical techniques such as reliability analysis, T-test, one-way-anova, Pearson correlation, and regression analysis .The evidence found in the study indicated that: 1. The perception of compensation system is better, the organization commitment is higher; and the perception of staff more tends to participative or supportive leadership, the organization commitment is higher too. 2. The perception of compensation system is better, the job involvement is higher; and the perception of staff more tends to participative or instrumental leadership, the job involvement is higher too. 3. The higher the organization commitment and the job involvement of staffs, the higher performance they are. 4. The organization commitment and the job involvement play a fully mediate effect between the perception of staffs to the compensation systems, participative leadership and job performance. And the organization commitment and the job involvement also play a partially mediate effect between instrumental leadership and job performance.
