張瑋麟Wei-lin Chang2010-07-06

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题名:	張瑋麟Wei-lin Chang2010-07-06
作者:	張瑋麟;Wei-lin Chang
贡献者:	人力資源管理研究所碩士在職專班
关键词:	世代;工作價值觀;激勵;Generations;work value;work motivation
日期:	2010-07-06
上传时间:	2010-12-08 14:44:39 (UTC+8)
出版者:	國立中央大學
摘要:	台電公司不同世代員工工作價值觀差異及對激勵措施偏好之研究中文摘要人口老化是大多數已開發國家面臨的共通性問題，也是未來的趨勢，全球電力事業同樣也受到嚴重的衝擊。台電公司為因應人力結構老化及退休潮之來臨，近年大舉招募新進同仁，為數不少的新生代進入台電後，為人力資源政策及管理階層，帶來新的刺激與挑戰。本研究目的在探討台電不同世代員工所擁有特別的價值觀，並找出最適合的激勵方法，予以有效激勵，以滿足新舊世代員工需求。依據台電公司歷年進用人員之到職年與出生年次之關聯趨勢，歸納找出本研究所界定的「台電的世代」，分別為嬰兒潮世代（1945~1960）、Ｘ世代（1961~1976）、Y世代（1977以後出生者），再透過問卷調查的方式，對台電員工抽樣調查進行實證研究，總計共收回945份有效問卷，經統計分析後，歸納出以下研究發現：一、不同世代員工在「外在酬賞需求」工作價值觀上有顯著差異。二、部分工作價值觀會因性別、職位及服務年資等個人屬性之不同而有差異。三、不同世代員工在「直接薪酬」、「間接薪酬」及「內在獎酬」等激勵偏好上有差異。四、部分個人激勵偏好會因職位、教育程度、服務年資等個人屬性之不同而有差異。根據研究發現，就管理意涵上提出以下建議，以做為日後台電建制及修訂相關激勵制度之參考：一、重視獎金差異化分配二、善用及激勵不同世代員工三、建置領導發展計劃四、重視人口結構多樣化帶來的管理挑戰關鍵詞：世代、工作價值觀、激勵A Study of the Different Work Values and Incentive Preferences among Different Generations of Employees of Taiwan Power Company Abstract Aging populations has given rise to a series of issues common to most developed countries. In consequence of this trend, the global power industry is facing a number of serious human resource challenges. In an effort to manage the problem of aging and large-scale retirements, the Taiwan Power Company has made efforts to recruit significant numbers of new employees in recent years. This surge of new employees, while necessary, has created a range of challenges for the company’s human resources policy and management. The aim of this study was to define the values of different generations of employees and to identify the most appropriate incentives to motivate and meet the needs of each group. For the purposes of this study, three “Taiwan Power Company generations” were identified. These included “Baby Boomers” (1945-1960), “Generation X” (1961-1976), and “Generation Y” (1977- ). These groups were then examined by means of a questionnaire, which included a total of 945 valid responses. Through statistical analysis, the following were determined: 1.There are significant differences in the “external reward needs” amongst different generations. 2.There are differences in certain work values among those of different genders, positions and seniorities. 3.Different Generations of employees have different direct -, indirect- and external compensation preferences. 4.There are differences in certain individual motivation based on position, education and seniority. Based on these findings, this study makes several recommendations for building and revising the incentive system of the Taiwan Power Company. These recommendations include: 1.More attention should be paid to the differential allocation of bonuses. 2.Efforts should be made to encourage talents associated with different generations. 3.Leadership development programs should be established and expanded. 4.Greater importance should be placed on addressing the management challenges associated with different generations. Keywords: Generations, work value, work motivation
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