在當今競爭激烈、變化迅速的商業環境下，企業必須不斷地創新與進步才能在市場上保持競爭優勢，而透過員工建言，企業可以更好地了解組織內部的營運狀況，並針對當前的問題和瓶頸，及時做出調整和改進。此外，員工建言也是促進組織創新的重要推力，員工多樣化且具創意的觀點，不但有助於企業快速適應環境的變化，同時也能協助企業開創新的商機。 因此，為了增進員工建言的意願，本研究採用問卷調查法，以台灣地區從事正職工作者為研究對象，共蒐集了324筆有效問卷，旨在探討員工的人格特質（責任導向、成就導向、審慎導向）與建言行為之關聯性，並以組織認同為中介變項，心理安全感為調節變項進行分析，以期能更深入了解影響員工建言行為之前因。 研究結果顯示：(1)責任導向與建言行為間並無顯著正向影響；(2)成就導向與建言行為間具有顯著正向影響；(3)審慎導向與建言行為間具有顯著正向影響；(4)責任導向與組織認同間並無顯著正向影響；(5)成就導向與組織認同間具有顯著正向影響；(6)審慎導向與組織認同間具有顯著正向影響；(7)組織認同與建言行為間有顯著正向影響；(8)組織認同在責任導向與建言行為間不具中介效果；(9)組織認同在成就導向與建言行為間具有中介效果；(10)組織認同在審慎導向與建言行為間具有中介效果；(11)心理安全感在組織認同與建言行為間具顯著負向調節效果。;In today′s competitive and rapidly changing business environment, companies must continuously innovate and improve in order to maintain a competitive advantage in the marketplace. Through employee feedback, companies can better understand the operational status within the organization and make timely adjustments and improvements to address current issues and bottlenecks. In addition, employee feedback is also an important driving force for promoting organizational innovation. The diverse and creative perspectives of employees not only help companies adapt to changes in the environment quickly but also assist in creating new business opportunities. Therefore, in order to increase employees′ willingness to voice their opinions, this study used a questionnaire survey, targeting full-time employees in Taiwan, and collected 324 valid questionnaires. The aim was to explore the relationship between employees′ personality traits (duty orientation, achievement orientation, and deliberation orientation) and voice behavior, and to analyze organizational identification as a mediating variable and psychological safety as a moderating variable, in order to gain a deeper understanding of the antecedents that affect employee voice behavior. The results of the study showed that: (1) duty orientation had no significant positive effect on voice behavior; (2) achievement orientation had a significant positive effect on voice behavior; (3) deliberation orientation had a significant positive effect on voice behavior; (4) duty orientation had no significant positive effect on organizational identification; (5) achievement orientation had a significant positive effect on organizational identification; (6) deliberation orientation had a significant positive effect on organizational identification; (7) organizational identification had a significant positive effect on voice behavior; (8) organizational identification had no mediating effect between duty orientation and voice behavior; (9) organizational identification had a mediating effect between achievement orientation and voice behavior; (10) organizational identification had a mediating effect between deliberation orientation and voice behavior; (11) psychological safety perception had a significant negative moderating effect between organizational identification and voice behavior.
