| 摘要: | 「獎優汰劣」制度是企業得以永續經營、茁壯成長的進化論，留用對單位、組織有助益及有意願隨組織成長發展的員工，才能提升整體生產力與競爭力。因此，企業為選才、用才、留才，薪資制度更應該在達到公平性、公正性的前提下執行。組織公平一向被視為組織行為領域之研究重點，公平是影響員工行為、反應最重要的因素。再者，組織承諾已被視為管理與組織行為研究的一個重要變數，許多研究的結果皆指出，提升組織承諾將會對組織結構有良性的循環、降低組織成本，可以提升組織績效、減少離職傾向、提高生產力等。 由於員工行為受個人認知影響，而認知又與個人特質相關，許多文獻中指出內外控人格的差異，外控者較無法投入工作，對工作環境的參與度較差，心理層面較為被動、消極，因而內控人格特質者，是普遍認為績效表現較佳、工作動機較好的群體。故本研究主要探討的是員工個人的薪資公平知覺對組織承諾的影響，進而探討內外控人格特質對其產生的干擾效果。 本研究施測對象為F公司全體員工(不含外勞、外派人員)，以問卷調查法作為資料蒐集方法，未免造成填答意願降低，問卷發放採便利抽樣方式。共計發放問卷260份，經統計後回收223份，剔除無效問卷13份，有效問卷計210份，回收率為80.8%。 研究結果發現，從組織承諾的構面來分析，分為價值、努力、留職承諾三個構面，加入薪資公平知覺變項後，均產生顯著相關，顯示組織承諾確實受到薪資公平知覺影響。加入內外控人格特質及薪資公平知覺交叉項後，結果顯示薪資程序公平知覺與努力承諾、留職承諾達顯著水準，證明內外控人格特質對其的確具有調節效果。“Awarding the superior and eliminating the inferior” is a revolutionary theory for corporate sustainability and robust growth. Retention of staff that are beneficial to the unit or organization and are willing to develop and grow with the organization will enhance the overall productivity and competitiveness of the unit or organization. Therefore, enterprises’ selection, hiring, and retention of talent, as well as the pay system should be implemented in a fair and objective manner. Organization justice has always been regarded as a research focus in the field of organizational behavior. Fairness is the most important factor that affects employee’s behavior and response. In addition, organizational commitment is considered an important variable in management and organizational behavior related research. Many study results have pointed out that enhanced organizational commitment will lead to a virtuous cycle of the organizational structure, reduced organizational costs, improved organizational performance, reduced intention to quit, improved productivity, and so on. Employees’ behaviors are affected by individuals’ perception, and these perceptions are associated with personal qualities. Numerous studies have indicated that the differences in locus of control. The external locus of control is unable to engage in work, is less involved in the working environment, and is more passive and negative. The internal locus of control on the other hand is a group generally considered better in performance and more motivated. Thus, the purpose of this study is mainly to discuss the effects of the employees’ perceived pay fairness on the organizational commitment, and explore the moderating effect of the locus of control on the organizational commitment. The subjects in this study are the entire company staff of Company F (excluding foreign workers and expatriates). The questionnaire survey was adopted as the data collection method. In order to prevent a decrease in the number of respondents willing to fill out the questionnaire, the random sampling method was adopted for the questionnaire distribution. A total of 260 copies were distributed, 223 were recovered after statistical analysis. After excluding the 13 invalid questionnaires, 210 valid copies were recovered. The recovery rate is 80.8%. Through analysis of the organizational commitment dimension, the study results have shown that organizational commitment can be divided into three dimensions: namely, value, effort, and retention. The significant correlation was reached after adding the variable of “perceived pay fairness,” indicating that organizational commitment is indeed subject to effects of the perceived pay fairness. After adding the cross items of locus of control and perceived pay fairness, the results have indicated that the perceived procedural pay fairness, commitment of effort, and commitment of retention have all reached significant standards, indicating that the locus of control actually has moderating effects. |
