本研究旨在探討加班文化壓力與工作不安全感對員工加班行為的影響，進一步檢視補償制度是否在其中發揮調節效果，並透過不同職位層級與產業樣本的比較，了解行為差異與心理感受的可能變化情形。研究關注的加班行為包含有償與無償兩種類型，希冀從制度與心理層面建構加班成因的綜合理解。 本研究採問卷調查法，針對台灣各產業受僱者蒐集資料，共回收 371 份有效樣本，涵蓋科技製造業、服務業與其他產業。主要變項包括加班文化壓力、有償與無償加班時數、補償制度類型（加班費與補休）、工作不安全感、職位層級與產業別。 研究結果顯示，加班文化壓力正向影響有償加班時數，但對工作不安全感呈負向關係，與原假設相反。補償制度具調節效果，加班費可減緩加班文化壓力對不安全感的影響，補休則可能強化此影響。工作不安全感正向預測無償加班行為，且在非主管群體中更為顯著。科技製造業樣本中，補休制度與不安全感之間呈現顯著正向關聯，顯示制度與產業文化間的適配性差異。 本研究提出四項實務建議：企業應破除加班等於敬業的文化迷思，重建明確的工時與責任界線；正視過度加班背後的心理風險；積極承擔員工職涯與生活支持責任；並強化補償制度的法治基礎，以建立永續且健康的勞動環境。 ;This study investigates the effects of overtime culture pressure and job insecurity on employees’ overtime behavior. It further examines whether compensation systems play a moderating role and compares behavioral and psychological differences across job levels and industry sectors. Two types of overtime behavior are addressed: paid and unpaid overtime. The aim is to develop an integrated understanding of the psychological and institutional mechanisms behind extended working hours. A questionnaire survey was conducted among employees from various industries in Taiwan, resulting in 371 valid responses. The main variables include overtime culture pressure, frequency of paid and unpaid overtime, types of compensation systems (overtime pay vs. compensatory leave), job insecurity, job level (managerial vs. non-managerial), and industry classification. The results show that overtime culture pressure has a significant positive effect on paid overtime frequency but is negatively associated with job insecurity, contrary to the original hypothesis. Compensation systems demonstrate a moderating effect: overtime pay reduces the impact of cultural pressure on insecurity, whereas compensatory leave tends to intensify it. Job insecurity positively predicts unpaid overtime behavior, particularly among nonmanagerial employees. In the technology manufacturing sector, compensatory leave issignificantly associated with higher job insecurity, indicating a mismatch between institutional design and industry-specific work culture. Based on these findings, four practical recommendations are proposed: First, organizations should break the cultural myth equating long hours with dedication and clarify boundaries between working time and responsibilities. Second, the psychological risks behind excessive overtime should be acknowledged and addressed. Third, employers are encouraged to take responsibility for supporting employees’ career development and work-life balance. Finally, the legal foundations of compensation systems should be strengthened to ensure that overtime arrangements meaningfully reflect employees’ labor value and promote a sustainable and healthy work environment.
