非營利組織專職員工的工作動機對績效之影響─以知覺組織支持為調節變項;Effect on Performance of Work Motivation of Employees to Non-Profit Organization ─ Perceived Organizational Support as the Moderator

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Title:	非營利組織專職員工的工作動機對績效之影響─以知覺組織支持為調節變項;Effect on Performance of Work Motivation of Employees to Non-Profit Organization ─ Perceived Organizational Support as the Moderator
Authors:	黃繪芸;Huang,Hui-Yun
Contributors:	人力資源管理研究所
Keywords:	非營利組織;內在工作動機;外在工作動機;知覺組織支持;脈絡績效;任務績效;non-profit organization;intrinsic motivation;extrinsic motivation;perceived organizational support;context performance;task performance
Date:	2016-07-01
Issue Date:	2016-10-13 11:22:03 (UTC+8)
Publisher:	國立中央大學
Abstract:	近年來社會問題叢生，也日漸趨於多元，難以單靠政府機構全面得以改善，因此非營利組織的角色日漸重要。身處於21世紀，非營利組織也與其他營利之企業組織一樣，面臨人才爭奪的課題，如何找到一個工作績效好的員工，幫助組織展現更好的表現，加上目前較少探討非營利組織的專職員工其工作動機對於工作績效之影響，因此本論文之研究特別選擇探討這個議題，同時也加入知覺組織支持做為調節變數，研究影響工作動機對於工作績效之間的關聯性，主要有五大研究結果與發現： 1.發現非營利組織中專職員工較能提升整體工作績效的人才特性為年長、已婚、內向工作動機導向、以及較高度知覺組織支持的女性。 2.專職員工其工作動機對工作績效正向相關只部分成立，只有內在工作動機對脈絡績效有顯著正向相關。 3.非營利組織的專職員工內在工作動機高於外在工作動機。 4.知覺組織支持亦對脈絡績效有正向顯著相關。 5.在知覺組織支持的調節作用也只有部分成立，只有當外在工作動機與任務績效此ㄧ關係中，知覺組織支持才有發揮調節的效果。希望藉由本研究的結果與發現，希望能對非營利組織各項實務有所幫助，提供未來在找尋人才時招募甄選的依據，且更能挑選出符合非營利組織特性，同時又能貢獻較多的人才，並且更能了解專職員工的需求，利於激勵員工提升工作表現的績效制度的建立與修正，以及了解到知覺組織支持的調節狀況，作為在制定策略時的參考依據。 ;In recent years, there are more and more social issues. It is difficult to rely on government to improve overall social issues solely, so it′s increasingly important role of non-profit organizations. Besides, there is a big issue in the 21st-century labor market: talent employees managerment, and want to find talent employees who have good performance in work to upgrade organization’s overall output. But in non-profit organizations, employees’ work motivation to affect employees’ performance is seldem to be researched, so it would be discussed in this paper and the moderator: perceived organizational support, in the same time. Finally, I found five results in this paper as following: 1.The characteristics of the employees who have good performance in nonprofit organizations are elderly, married, inward-oriented motivation, as well as a higher degree of perceived organizational support women. 2.The employees’ work motivation and job performance is only partially positively correlated. Only the correlation between intrinsic motivation and the context of performance is significantly positive. 3.The nonprofit organizations employees’ intrinsic motivation is higher than extrinsic motivation. 4.Perceived organizational support is also significantly positively related to contextual performance. 5.Perceived organizational support would moderate the relationship between motivation and performance, it only moderate when extrinsic motivation and task performance. I hope the results of this study can help non-profit organizations practices run better. It could provide some viewpoints in non-profit organizations recruitment and selection when looking for talent employees in the future, a better understanding of the needs of talent employees to establish or improve the performance management system, and understanding the importance of perceived organizational support to design better policy in the future.
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