| 摘要: | 本研究旨在探討國營事業新進員工在進入職場後，實際感受到的工作滿意程度與其產生離職動機之間的關聯性。近年隨著民間企業工作環境與待遇日益優渥，特別是科技業提供更具彈性與高薪的職涯選項，使得傳統以「穩定、高福利」為招募訴求的國營事業逐漸失去吸引力。儘管國營事業提供優渥的年終獎金與完善的升遷機制，但在年輕世代就業者的眼中，其制度僵化與職涯發展侷限的問題亦愈加突顯。是故，針對現今新進員工之實際滿意感受與離職思維進行深入探究，對於人力資源政策調整與組織再造具有重要意義。
本研究採用質性研究法，透過半結構式訪談，訪談八位任職於國營事業滿一年至三年的新進員工，受訪者涵蓋不同職系與地區，其中四位已離職、四位仍在職但表達強烈離職傾向。訪談內容聚焦於五個面向：一、薪資與福利；二、工作環境與壓力來源；三、升遷制度與職涯規劃；四、家庭因素對職場決策的影響；五、整體工作滿意度與離職意圖之交互作用。研究者將逐字稿進行主題式編碼與比較分析，歸納出關鍵發現與問題核心。
綜合研究發現，歸納結論如下：
一、 新進員工普遍認為國營事業薪資雖穩定，但年終獎金與實際工作績效連結薄弱，制度不透明易導致相對剝奪感，且與科技業薪資落差逐年擴大，削弱整體吸引力。
二、 工作內容與行政流程普遍過於繁瑣，跨部門溝通效率不彰，人力調配失衡導致部分單位過勞現象，影響員工對工作的專業成就感與歸屬感。
三、 主管領導風格對工作滿意度具高度影響力。受訪者普遍認為，若主管採高壓、命令式領導而無適度溝通與支持，易導致員工產生疏離感與挫折。
四、 升遷制度多以年資為依歸，缺乏與能力表現掛鉤之彈性機制，導致有志表現之員工感受「卡等」困境，亦有女性員工指出性別偏見在升遷上仍可能發生。
五、 職務調動不重視個人專長與興趣，輪調安排未充分考量員工職涯發展規劃，影響其長期投入意願。
六、 家庭因素為離職動機的另一項關鍵。輪班制度、異地派遣與假日值勤，使員工難兼顧親職與家庭照顧責任。雖制度中設有育嬰假、照顧假等保障，但實際執行上往往受主管主觀認定與流程限制，使員工對制度失去信心。
七、 儘管大多數員工對國營事業的「穩定性」仍持肯定態度，然對組織活力、創新空間與個人成就感之缺乏，已成為離職思考的主要推力。新進員工之「留下」更多基於風險迴避與現實考量，而非來自職涯熱情與認同。
八、 對於未來的職涯發展，多數受訪者表達不樂觀態度，並傾向尋求更具彈性、成長性與價值實現空間的工作機會，特別是年輕世代對自我實現與工作生活平衡的重視已逐漸凌駕於穩定保障之上。
本研究根據上述發現，提出三方面建議：(1) 對組織制度：建議國營事業單位應調整升遷與獎酬制度，建立透的激勵機制，並設計符合個人職涯發展的輪調與橫向歷練路徑；(2) 對主管領導：應強化中階主管領導力與溝通訓練，減少命令式文化，提升員工支持感與歸屬感；(3) 對人力資源政策：應導入彈性工時、遠距工作與實質托育支持制度，以符合多元家庭型態與新世代工作者需求。
最終，期望本研究可作為人事單位、組織改革者與政策制定者之參考依據，協助國營事業重塑人力留任策略，提升整體人力資源運用效率與組織競爭力。
;This study aims to explore the relationship between job satisfaction and turnover motivation among newly recruited employees in state-owned enterprises (SOEs). In recent years, as private enterprises—particularly the technology industry—have provided more flexible and lucrative career opportunities, the traditional appeal of SOEs emphasizing “stability and generous benefits” has gradually weakened. Although SOEs still offer substantial year-end bonuses and well-established promotion mechanisms, issues such as rigid organizational structures and limited career development opportunities have become increasingly evident, especially among younger employees. Therefore, conducting an in-depth investigation into new employees’ job satisfaction and turnover motivation holds significant implications for human resource policy reform and organizational transformation.
This research adopts a qualitative research approach through semi-structured interviews with eight new employees of SOEs who have been employed for one to three years. The participants include four who have resigned and four who are still employed but demonstrate strong turnover motivation. The interview focuses on five major aspects: (1) salary and benefits, (2) work environment and work stress, (3) promotion system and career development, (4) the influence of family factors on work decisions, and (5) the interaction between job satisfaction and turnover motivation. The collected interview data were transcribed, coded, and analyzed thematically to identify the core issues influencing employees’s decisions.
The findings reveal that rigid promotion systems, limited innovation, leadership style, and work-family conflicts significantly contribute to employees’ turnover motivation. Furthermore, a lack of transparent reward mechanisms and excessive administrative burdens weaken employees’ professional identity and organizational commitment. Based on these findings, the study suggests three directions for improvement: (1) revising promotion and incentive systems to establish fair and transparent mechanisms, (2) strengthening leadership and communication training for supervisors to foster supportive management, and (3) introducing flexible working arrangements and family-support policies to address diverse employee needs.
Ultimately, this study provides practical insights for human resource departments, organizational reformers, and policymakers to redesign talent retention strategies, improve employee satisfaction, and reduce turnover motivation in SOEs. |
