以作者查詢圖書館館藏

、以作者查詢臺灣博碩士

、以作者查詢全國書目

、勘誤回報

、線上人數：57

、訪客IP：18.227.10.102

姓名	胡昱婕(Yu-Chieh, Hu)  查詢紙本館藏	畢業系所	人力資源管理研究所
論文名稱	電傳勞動者的工作與生活平衡—— COVID-19疫情期間之研究 (Work-Life Balance for Teleworkers: A Study During the COVID-19 Pandemic)
相關論文	★ ESG與可持續性人力資源管理的發展與實踐 -我國上市櫃電子公司個案為研究對象
檔案	[Endnote RIS 格式]    [Bibtex 格式]    [相關文章]   [文章引用]   [完整記錄]   [館藏目錄]   [檢視]  [下載] 本電子論文使用權限為同意立即開放。 已達開放權限電子全文僅授權使用者為學術研究之目的，進行個人非營利性質之檢索、閱讀、列印。 請遵守中華民國著作權法之相關規定，切勿任意重製、散佈、改作、轉貼、播送，以免觸法。
摘要(中)	2020年新冠肺炎疫情在全球肆虐，標竿企業們也因應疫情推動電傳勞動，不同於以往的工作模式，「工作與生活平衡（Work-Life Balance）」重新受到社會關注，然在過去的文獻中甚少談及重大災難、電傳勞動及工作與生活平衡之間的關係，因此本研究將探討在疫情期間，關於電傳勞動者的工作與生活平衡措施。 本研究透過個案之研究，以半結構式的訪談，從不同視角以及世代的適應性，探討影響企業電傳勞動之實施要素、正向特性與阻礙。解析電傳勞動之正向特性對工作與生活平衡之影響，以及檢視電傳勞動之阻礙對於工作與生活平衡之可能影響。 本論文呈現三個面向的研究結果，一、企業組織資源豐富性較高者，電傳勞動之實施之接受性較高; 二、電傳勞動之實施會導致傳統人際關係之解構與重建; 三、彈性工作之安排將相對帶來工作與生活平衡之契機。 企業組織資源豐富性較高的公司，在過去即因應業務需求，擁有電傳勞動的相關經驗，因此相較於因為疫情衝擊首次執行電傳勞動的企業，在疫情期間，此類型的企業對於電傳勞動的適應性，各方面都較好。 另外，電傳勞動的實施改變了傳統人際互動模式，新冠疫情更加劇了這樣的現象。虛擬溝通使年輕世代員工產生孤獨感，主管與員工之間的信任關係同樣受到挑戰。「網友」一般的關係，使電傳勞動者必須更加主動溝通並藉由通話方式、視訊活動等不同與以往的模式，從中獲得情感支持以尋求平衡。最後，電傳勞動對於電傳勞動者來代表的是擴展工作的自主性、較自在的工作環境、以及可以兼顧家庭的工作模式，這些皆是在過去的工作環境無法呈現的。藉由新冠疫情，企業與員工將不再對電傳勞動感到陌生，因此電傳勞動將可能帶來工作安排之彈性，對於工作與生活之平衡或可產生新的契機。
摘要(英)	In 2020, the COVID-19 epidemic is raging around the world, and benchmarking companies have also promoted telework in response to the epidemic. However, the relationship between major disasters, telework and work-life balance has rarely been discussed in the past literature. The study will explore work-life balance measures for teleworkers during the pandemic. Through case studies and semi-structured interviews, this research explores the factors, positive characteristics and obstacles that affect the implementation of telework in enterprises from different perspectives and adaptability of generations. Analyze the impact of the positive characteristics of teleworkers on work-life balance, and examine the possible impact of the obstacles of teleworkers on work-life balance. The results shows on three aspect: First, the relatively resource-rich enterprise organization has a higher acceptance of the implementation of teleworkers; Second, the implementation of teleworkers will lead to the deconstruction and reconstruction of traditional interpersonal relationships; Third, flexible work arrangements will relatively bring opportunities for work-life balance. Companies with resource-rich enterprise organizations have experience in telework in response to business needs in the past. Therefore, compared with companies that implemented telework for the first time due to the impact of the epidemic, large enterprises are more adaptable to telework. In addition, the implementation of telework has changed the traditional mode of human interaction, a phenomenon that has been exacerbated by the COVID-19 pandemic. Virtual communication makes young generation employees feel lonely, and the trust relationship between supervisors and employees is also challenged. The general relationship of "netizens" makes teleworkers have to communicate more actively and obtain emotional support through different modes such as phone calls and video activities to seek a balance. Finally, telework represents for teleworkers the autonomy of expanding work, a more comfortable working environment, and a work model that can take into account the family, all of which could not be presented in the past work environment. Due to the COVID-19 pandemic, companies and employees will no longer be unfamiliar with telework. Therefore, telework may bring flexibility to work arrangements and create new opportunities for work-life balance.
關鍵字(中)	★ 工作與生活平衡 ★ 新冠肺炎 ★ 電傳勞動 ★ Ｚ世代	關鍵字(英)	★ Work-life balance ★ COVID-19 ★ Telework ★ Generation Z
論文目次	第一章 緒論 1 第一節、研究背景與動機 1 第二節、研究目的 2 第三節、研究問題 2 第四節、名詞釋義 3 第二章 文獻探討 4 第一節、電傳勞動的實施 4 壹、電傳勞動之概念發展 4 貳、電傳勞動之實施要素 6 參、電傳勞動之正向特性與阻礙 9 第二節、電傳勞動的正向特性與工作生活平衡 11 壹、企業組織管理視角 11 貳、電傳勞動者視角 12 第三節、電傳勞動的阻礙與工作生活平衡 14 壹、工作與生活平衡之理論取向 14 貳、工作與生活平衡的實施 16 參、電傳勞動的阻礙對工作生活平衡的影響 18 第四節、歸納與探討 20 壹、企業組織資源豐富性對電傳勞動實施之影響 20 貳、彈性的工作安排帶來工作生活平衡面向的影響 21 參、人際關係維繫與建立困難對工作生活平衡之影響 21 第三章 研究方法 23 第一節、研究方法與對象 23 第二節、研究流程 26 第三節、研究限制 29 第四節、研究倫理 30 第四章 研究結果與討論 31 第一節、個案企業電傳勞動之實施規劃 31 壹、實施契機 31 貳、設備提供與組織支持 32 參、管理機制 34 肆、存續思維 39 第二節、Z世代個案從事電傳勞動之正向特性與平衡需求 43 壹、疫情期間電傳勞動之正向特性需求 43 貳、工作與生活平衡需求 47 第三節、個案企業實施電傳勞動之阻礙 52 壹、企業組織視角之阻礙 52 貳、電傳勞動者視角之阻礙 56 第四節、歸納與探討 68 壹、檢視個案企業電傳勞動之實施規劃 68 貳、Z世代個案從事電傳勞動之正向特性需求與工作生活平衡 69 參、個案企業實施電傳勞動之阻礙與工作生活平衡 70 第五章　結論與建議 73 第一節、結論 73 第二節、建議 74 參考文獻 77 附錄一、受僱者訪談大綱 86 附錄二、企業主管訪談大綱 87
參考文獻	壹、中文部分 Yang, C.（2020）。Facebook推永久遠距辦公，為什麼Google和微軟說不行?商業週刊。https://www.businessweekly.com.tw/international/blog/3002639 王一霖（2011）。電傳勞動者學習問題與職涯發展-以SOHO族為例。未出版之碩士論文。中國文化大學勞工關係學系。 王佳慧（2004）。 影響企業推行電傳勞動之組織特性與任務特性相關之研究。未出版之碩士論文。靜宜大學企業管理學系。 生活中心（2020年11月26日）。不加班有理、遠距工作才對　幹大事無限公司錄取名單揭曉　善用數位工具的Z世代才是新興工作型態的專家！ETtoday新聞雲。https://www.ettoday.net/news/20201126/1855675.htm 田孟心（2021）。會議暴增148%，遠距工作如何平衡生活？天下雜誌。https://www.cw.com.tw/article/5114847 行政院主計處（2016）。社會指標統計年報-國民幸福指數專刊。http://happyindex.dgbas.gov.tw/ 林育輝（2011）。電傳勞動資訊安全防護機制之研究。未出版之碩士論文。清雲科技大學資訊管理學系。 邱琮皓（2020年4月8日）。在家辦公 雇主應協助相關設備。中時新聞。https://www.chinatimes.com/newspapers/20200408000258-260205?chdtv 胡幼慧（1996）。質性研究：理論、方法及本土女性研究實例。巨流。 張哲瑋（2021）。電傳勞動職家衝突、與工作壓力之關聯研究：以自我效能為調節變項。未出版之碩士論文。中國文化大學企業實務管理數位碩士在職專班。 粘素綾（2002）。電傳勞動對人力資源管理活動與員工的影響。未出版之碩士論文。中國文化大學勞工研究所。 郭彥谷（2013）。工作熱情、工作生活平衡與生活滿意度之關係。未出版之碩士論文。國立臺灣師範大學科技應用與人力資源發展學系。 陳向明（2002）。社會科學質的研究。五南。 勞動部（2021）。勞工配合「居家隔離」或「居家簡易」之勞動權益Q&A。https://www.mol.gov.tw/1607/28162/28652/28656/28660/28662/28672/33745/post 勞動部勞動福祉退休司（2015）。工作與生活平衡。https://www.mol.gov.tw/1607/28162/28540/28574/28576/30470/ 黃偉誌（2015）。自僱型電傳勞動者工作與生活平衡之研究。未出版之碩士論文。國立中正大學勞工關係學系。 黃偉誌（2015）。自僱型電傳勞動者工作與生活平衡之研究。未出版之碩士論文。國立中正大學勞工關係學系研究所。 黃煥榮（2019）。以電傳勞動促進工作家庭平衡－兼論芬蘭的經驗與啟示。台灣勞工季刊，57，36-45。 黃嬿（2022年2月11日）。雅虎日本讓員工遠距工作，有必要進辦公室還可以坐飛機。科技新報。 楊通軒（2001）。電傳勞動所引起勞工法上問題之研究。行政院國家科學委員會專題研究計畫成果報告。 詹惟婷（2017）。日本企業與其台灣公司之工作生活平衡實務探討。未出版之碩士論文。大葉大學人力資源暨公共關係學系。 劉奕廷（2018）。在台灣非工作時段使用工作相關通訊軟體對於工作與生活平衡影響及衝擊。未出版之碩士論文。國立中山大學人力資源管理全英語碩士學位學程。 潘世偉（2021）。重返職場-新冠肺炎疫情後的調整與準備。台灣勞工季刊，64，36-45。 蔡妍昕（2021）。新型冠狀病毒影響下遠距工作型態的發展對工作績效之影響—以溝通效能、工作自主性為中介變項。未出版之碩士論文。淡江大學企業管理學系碩士班。 鄧宇珍（2015）。身心障礙者從事電傳勞動工作之研究。未出版之碩士論文。國立中正大學勞工關係學系。 鄭惠文（2017）。員工認知工作彈性與工作生活平衡：下班後使用通訊軟體處理工作之干擾效果。未出版之碩士論文。國立中山大學人力資源管理全英語碩士學位學程。 謝飛立（2022）。新冠疫情時期遠距工作對團隊社交情感與知識分享之影響──以資訊專案團隊為例。出版之碩士論文。世新大學資訊傳播學碩士班。 貳、英文部分 Adler, E. S., & Clark, R. (2011)An invitation to social research: Hoe it’s done(4th), Wadsworth. Advanced Workplace Associates (2022). Change for Good: 10 Lessons from the Pandemic. https://www.advanced-workplace.com/awa/research/whitepapers/ Allen, T. D., Johnson, R. C., Kiburz, K. M.& Shockley, K. M. (2013). Work family conflict and flexible work arrangements : deconstructing flexibility. Personnel Psychology. 66(2), 345-376. Barnett, R. C. (1998). Toward a review and reconceptualization of the work/family literature. Genetic, Social, and General Psychology Monographs, 124(2), 125-184. BBC (2020a). Facebook and Google extend working from home to end of year. https://www.bbc.com/news/business-52570714 BBC (2020b). Coronavirus: Twitter allows staff to work from home ′forever.′ https://www.bbc.com/news/technology-52628119 Beauregard, T. A., & Henry, L. S. (2009). Making the link between work-life balance practices and organizational performance. Human Resource Management Review, 19, 9-22. Bentley, T. A., Teo, S. T. T., McLeod, L., Tan, F., Bosua, R., & Gloet, M. 2016. The role of organizational support in teleworker wellbeing: A socio-technical systems approach. Applied Ergonomics, 52, 207-215. Bloom, N., Liang, J., Roberts, J. & Ying, Z. J. (2015). Does working from home work? Evidence from a Chinese experiment. The Quarterly Journal of Economics. 165-218. BLS (2021). Teleworking and lost work during the pandemic: new evidence from the CPS. https://www.bls.gov/opub/mlr/2021/article/teleworking-and-lost-work-during-the-pandemic-new-evidence-from-the-cps.htm Bond F. W., Flaxman, P. E., Bunce, D. (2008). The Influence of Psychological Flexibility on Work Redesign: Mediated Moderation of a Work Reorganization Intervention. Journal of Applied Psychology, 93(3): 645–654. Braun, I., &Schill, A.(1999). Experiences with Regional Teleworking Support.1st Regional Telematics Conference,No. 5b,1-7. Christensen, K. E., & Staines, G. L. (1990). Flextime: A viable solution to work-family conflict? Journal of Family Issues, 11, 455-476. Clark, S. C. (2000). Work/family border theory: A new theory of work/family balance. Human Relations, 53(5), 747-770. EU (2021). Telework in the EU before and after the COVID-19: where we were, where we head to. https://ec.europa.eu/jrc/sites/default/files/jrc120945_policy_brief_-_covid_and_telework_final.pdf Fonner, K. L., & Stache, L. C. (2012). All in a day′s work, at home: teleworkers′ management of micro role transitions and the work-home boundary. New Technology, Work & Employment, 27(3), 242-257. Fonner, K. L., & Stache, L. C. (2012). All in a day′s work, at home: teleworkers′ management of micro role transitions and the work-home boundary. New Technology, Work & Employment, 27(3), 242-257. Gálvez, A., Martínez, M. J.& Pérez, C. (2012). Telework and work-life balance: Some dimensions for organisational change. Journal of Workplace Rights, 16 (3-4), 273-297. Gálvez, A., Tirado, F.& Martínez, M. J. (2020). Work–life balance, organizations and social sustainability: Analyzing female telework in Spain. Sustainability, 12 (9), 3567. Gartner (2019). Global Talent Monitor 3Q1: Update on Workforce Activity. Greenhaus, J. H., & Allen, T. D. (2011). Work-family balance: A review and extension of the literature. In J. C. Quick & L. E. Tetrick (Eds.), Handbook of Occupational Health Psychology (2nd ed., pp. 165–183). Washington: American Psychological Association. Hayman, J. (2005). Psychometric Assessment of an Instrument Designed to Measure Work Life Balance, Research and Practice in Human Resource Management, 13(1), 85-91. Hesse-Biber, S., & Leavy, P. (2011).The practice of qualitative research(2nd ed.), SAGE. Hill, E., Hawkins, A., Ferris, M., & Weitzman, M. (2001). Finding an extra day a week: The positive influence of perceived job flexibility on work and family life balance. Family Relations, 50(1), 49-58. Hislop, D., Axtell, C., Collins, A., Daniels, K., Glover, J., & Niven, K. (2015). Variability in the use of mobile ICTs by homeworkers and its consequences for boundary management and social isolation. Information and Organization, 25(4), 222-232. Hoffower, H. (2021/11/6). Gen Z and millennials actually want the same things at work. But Gen Z has the upper hand. Insider. https://www.businessinsider.com/millennials-versus-gen-z-workplace-trends-flexibility-work-life-balance-2021-11 Hossen, M. M., Begum, M., & Zhixia, C. (2018). Present status of organizational work-life balance practices in bangladesh: employees expectation and organizational arrangements. Journal of eastern european and central asian research, 15(1), 1-17. Hotopp, U. (2002).Teleworking in the UK. Labour Market trends.311-318. Illegems,V., & Verbeke, A. (2004).Telework:What Does it Mean for Management?. Long Range Planning,37,319–334. ILO (2021). Teleworking arrangements during the COVID-19 crisis and beyond. https://www.ilo.org/global/about-the-ilo/how-the-ilo-works/multilateral-system/g20/reports/WCMS_791858/lang--en/index.htm International Labour Oranization. Work-life balance. https://www.ilo.org/global/topics/working-time/wl-balance/lang--en/index.htm Jang, S. J., Park, R., Zippay, A. (2011). The interaction effects of scheduling control and work–life balance programs on job satisfaction and mental health. International journal of social welfare, 20, 135–143. Janin, A. (2022/2/20). Thanks to Remote Work, Many in Gen Z May Never Work in an Office. Will It Matter? Wall Street Journal. https://www.wsj.com/articles/remote-lets-generation-z-work-without-any-office-will-matter-11645220523 Jee Young, S. (2016). Person–organization fit, family-supportive organization perceptions, and self-efficacy affect work–life balance. Social Behavior & Personality: An International Journal, 44(6), 911-922. Kłopotek, M. (2017).The advantages and disadvantages of remote working from the perspective of young employees. Organ. Manag. Q. 40(4), 39–49. Kossek, E. E. (2016). Managing work-life boundaries in the digital age. Organizational Dynamics, 45(3), 258-270. Kronos (2019). Full Report: Generation Z in the Workplace. https://workforceinstitute.org/wp-content/uploads/2019/11/Full-Report-Generation-Z-in-the-Workplace.pdf Krugman, P. (2022/4/5). What ever happened to the great resignation? The New York Times. https://www.nytimes.com/2022/04/05/opinion/great-resignation-employment.html Lagarde, C. P. (2020). Work-Life Balance: Perceived Differences of Teleworkers and Non-Teleworkers. ProQuest LLC. Lobosco, M. (2022/12/8). LinkedIn’s 5 Talent Predictions for 2022. LinkedIn. https://www.linkedin.com/business/talent/blog/talent-strategy/2022-talent-predictions Marks, S. R., & MacDermid, S. M. (1996). Multiple roles and the self: a theory of role balance. Journal of Marriage and the Family, 58, 417–432. Mello, J. A.(2007). Managing Telework Programs Effectively. Employ Respons Rights J,19,247–261. Microsoft (2021). The Next Great Disruption Is Hybrid Work—Are We Ready? https://www.microsoft.com/en-us/worklab/work-trend-index/hybrid-work Microsoft (2022). Great Expectations: Making Hybrid Work Work. https://www.microsoft.com/en-us/worklab/work-trend-index/great-expectations-making-hybrid-work-work Noda, H.(2020). Work–life balance and life satisfaction in OECD countries: a cross sectional analysis. Journal of happiness studies, 21, 1325–1348. https://doi.org/10.1007/s10902-019-00131-9 1 3 OECD (2020). OECD Policy Responses to Coronavirus (COVID-19)：Productivity gains from teleworking in the post COVID-19 era : How can public policies make it happen? https://www.oecd.org/coronavirus/policy-responses/productivity-gains-from-teleworking-in-the-post-covid-19-era-a5d52e99/ OECD (2021). OECD Policy Responses to Coronavirus (COVID-19)：Teleworking in the COVID-19 pandemic: Trends and prospects. https://www.oecd.org/coronavirus/policy-responses/teleworking-in-the-covid-19-pandemic-trends-and-prospects-72a416b6/#figure-d1e307 OECD(2011). Your better life index. https://www.oecd.org/newsroom/47930053.pdf OECD(2020).How′s life? 2020: measuring well-being. https://www.oecd-ilibrary.org/sites/e6597da1-n/index.html?itemId=/content/component/e6597da1-en OLSON, M. H. (1987).Remote Office Work: Changing Work Patterns In Space And Time. Cornrnunicolions of the ACM , 26(3),182-188 Orhan, M. A., Rijsman, J. B., & Van Dijk, G. M. (2016). Invisible, therefore isolated: Comparative effects of team virtuality with task virtuality on workplace isolation and work outcomes. Journal of Work and Organizational Psychology, 32, 109-122. Parker, K., Horowitz, J. M., Minkin, R. (2022/2/16) COVID-19 Pandemic Continues To Reshape Work in America. Pew Research Center. https://www.pewresearch.org/social-trends/2022/02/16/covid-19-pandemic-continues-to-reshape-work-in-america/ Patton, M. Q.(1999). 質的評鑑與研究（吳芝儀、李奉儒譯；初版）. 桂冠。（原著出版於1995） PBS (2021). The pandemic pushed millions of U.S. workers to join the ‘Great Resignation.’ Here’s why. https://www.pbs.org/newshour/show/the-pandemic-pushed-millions-of-u-s-workers-to-join-the-great-resignation-heres-why Petersen, A. H. & Warzel, C. (2021/11/22). Remote Work Is Failing Young Employees. The New York Times. https://www.nytimes.com/2021/11/22/opinion/remote-work-gen-z.html Piszczek, M. M., & Berg, P. (2014). Expanding the boundaries of boundary theory: Regulative institutions and work−family role management. Human Relations, 67(12), 1491-1512. PwC(2020).COVID-19: Some considerations relating to teleworking https://www.pwc.com/mt/en/publications/other/COVID-19-Managing-privacy-risks-of-remote-working.html Ren, H. (2022/2/16). In 10 Years, ‘Remote Work’ Will Simply Be ‘Work’. Bloomberg. https://www.bloomberg.com/news/articles/2022-02-15/in-10-years-remote-work-will-simply-be-work Riessman, C. K. (1987) ”When Gender Is Not Enough: Women Interviewing Women.” Gender & Society. 1(12):172-207.¬¬¬ —(1993) Narrative Analysis, SAGE. Schindler, P. S. (2019). 企業研究法（楊雪蘭編譯；13版）. 華泰文化。（原著出版於2018） Schroer, W. J. ( 2004) Generations X,Y, Z and the Others.WJ Schroer. http://www.socialmarketing.org/newsletter/features/generation3.htm ServiceNow (2019). Generation Z & the Future of Work. https://www.servicenow.com/content/dam/servicenow-assets/public/en-us/doc-type/other-document/servicenow-gen-z-and-the-future-of-work-research.pdf Sharma, P. ( 2021). Work from home: A primer on managing work-life balance. Scholedge International Journal of Management & Development, 8(1), 1-3. Shaw , W. & Bloomberg. (2022/02/14). Only 3% of white collar workers want to return to the office full-time. Fortune. https://fortune.com/2022/02/14/white-collar-workers-return-to-office-full-time-wfh-goldman-jpmorgan/ SHRM(2021).Telecommuting Policy and Procedure https://www.shrm.org/resourcesandtools/tools-and-samples/policies/pages/telecommuting_policy.aspx Sirgy, M. J., & Lee, D-J. (2015). Work-life balance: A quality-of-life model. Applied Research in Quality of Life, 1-24. Sirgy, M. J., & Lee, D-J. (2018). Work-life balance: an integrative review. Applied Research in Quality of Life, 13, 229-254. Soo Jung, J., Rhokeun, P., & Zippay, A. (2011). The interaction effects of scheduling control and work-life balance programs on job satisfaction and mental health. International Journal of Social Welfare, 20(2), 135-143. United States Office of Personnel Management(2010).Telework Enhancement Act of 2010. https://www.congress.gov/111/plaws/publ292/PLAW-111publ292.pdf VMware (2022). The Virtual Floorplan: New Rules for a New Era of Work. https://www.vmware.com/content/microsites/learn/en/1162603_REG.html WEF (2020). Resetting the Future of Work Agenda: Disruption and Renewal in a Post-COVID World. https://www3.weforum.org/docs/WEF_NES_Resetting_FOW_Agenda_2020.pdf WHO (2022). WHO Coronavirus (COVID-19) Dashboard. https://covid19.who.int/ WHO (2022a). Occupational health. https://www.who.int/health-topics/occupational-health WHO/ILO (2022, February 2). Crucial changes needed to protect workers’ health while teleworking. Departmental news. https://www.who.int/news/item/02-02-2022-crucial-changes-needed-to-protect-workers-health-while-teleworking Wöhrmann, A.M., & Ebner, C.(2021)Understanding the bright side and the dark side of telework: An empirical analysis of working conditions and psychosomatic health complaint .New Techhcology,Work and Employment, 36,348-370 World Economic Forum(2020). Resetting the future of work agenda: disruption and renewal in a post-covid world, white paper. https://www3.weforum.org/docs/WEF_NES_Resetting_FOW_Agenda_2020.pdf Younis, R. A. (2015). Flexible work arrangements: related topics and directions. Journal of Business Studies Quarterly, 7(1), 36-45. Zheng, C., Molineux, J., Mirshekary, S., & Scarparo, S. (2015). Developing individual and organisational work-life balance strategies to improve employee health and wellbeing. Employee Relations, 37(3), 354-379. Zimmerman, J. (2017). Work-Life Balance and Teleworking: Developing and Testing a Teleworker Performance Model. ProQuest LLC.
指導教授	潘世偉 林文政	審核日期	2022-6-17
推文	facebook   plurk   twitter   funp   google   live   udn   HD   myshare   reddit   netvibes   friend   youpush   delicious   baidu
網路書籤	Google bookmarks   del.icio.us   hemidemi   myshare