組織資源對跨世代員工留任意願之影響－以工作投入為中介變項

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：20

、訪客IP：18.97.14.91

姓名

吳曼瑄(Man-Hsuan Wu) 查詢紙本館藏

畢業系所

人力資源管理研究所在職專班

論文名稱

組織資源對跨世代員工留任意願之影響－以工作投入為中介變項
(The Impact of Organizational Resources on Cross-Generational Employees’ Retention Intentions: The Mediating Role of Work Engagement.)

相關論文

★ 業務主管領導力對部屬招募行為之影響-以S壽險公司為例	★ 人力精簡對企業績效的影響–以產業特性為調節變項
★ 經理人超額薪酬、經理人異動與公司績效之關係	★ 人口老化對企業之影響與因應對策-以傳統產業為例
★ 運用羅吉斯迴歸探討企業績效、公司治理與經理人異動之關聯性	★ 護理人員組織承諾與專業承諾對離職傾向與離業傾向的影響
★ 運用存活分析探討高科技產業招募者人格特質與離職風險之關聯性-以A公司為例	★ 金融電子化對台灣銀行業組織績效及人力彈性影響之探討
★ 人力資源部門角色與功能轉變之個案研究	★ 高階主管薪酬級距與公司績效之關聯性分析
★ 人力招募政策及主管領導風格對新進人員晉升與離職傾向之影響-以房仲業S公司為例	★ 影響台灣勞工赴海外就業的決定性因素
★ 董事會特性對企業績效之影響-以人力資本為調節變項	★ 董事會異質性之決定因素
★ 公司治理結構與就業調整	★ 總經理雙元性、股權集中度、人力資本與組織績效

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)

「面對勞動市場快速變遷與世代交替，企業留才策略日益受到重視。尤其在Z世代（1995–2005年出生）逐步成為職場主力後，如何因應不同世代員工對工作資源與職場體驗的多元需求，已成為人力資源管理的重要課題。本研究旨在探討組織所提供之資源對員工留任意願的影響，並以「工作投入」為中介變項，進一步分析不同世代間的差異。
本研究選取四項具代表性的組織資源構面：工作靈活度、數位資源、職涯發展支持與工作價值觀契合，透過問卷調查蒐集台灣地區在職員工資料，最終取得有效樣本共312份。研究工具包含各變項之成熟量表，並採用SPSS及PROCESS統計軟體進行敘述統計、信效度分析、中介效果分析與跨世代樣本分組分析。研究結果顯示：(1) 四項組織資源皆對留任意願產生顯著正向關係；(2)四項組織資源皆透過工作投入對留任意願產生部分中介效果；(3) 非Z世代（X世代與Y世代）在各項中介模型中展現較高影響力，特別在職涯發展支持與工作價值觀契合構面；(4) Z 世代雖在組織資源與留任意願之間呈現顯著直接效果，但中介效果普遍較弱，顯示其對工作投入的反應相對保留，組織資源不一定能有效轉化為實質的工作參與。
本研究實證結果驗證社會交換理論與資源保存理論於世代管理議題之適用性，亦突顯Z 與非 Z 世代對組織資源的回應存在明顯差異。建議企業依據世代特性規劃留才策略，對 Z 世代強調彈性與自主參與，對非 Z 世代則以制度設計與投入強化為核心，提升組織穩定與人才留任。

摘要(英)

In response to the rapidly changing labor market and generational transitions, employee retention strategies have become increasingly critical for organizations. As Generation Z (born between 1995 and 2005) gradually becomes the dominant workforce, addressing the diverse needs of employees from different generations regarding work resources and workplace experiences has emerged as a key issue in human resource management. This study aims to examine the impact of organizational resources on employees’ retention intention and further explores the mediating role of job involvement, with a focus on intergenerational differences.
This research investigates four representative dimensions of organizational resources: job flexibility, digital resources, career development support, and person–organization value fit. Data were collected through a questionnaire survey targeting employed individuals in Taiwan, resulting in a total of 312 valid responses. The study utilized well-established scales for each construct and conducted descriptive statistics, reliability and validity analysis, mediation analysis, and multi-group analysis across generations using SPSS and PROCESS statistical software.
The results indicate that:
(1) All four organizational resource dimensions have a significantly positive relationship with retention intention;
(2) Each of the four resources exerts a partial mediating effect on retention intention through job involvement;
(3) Non-Z generations (i.e., Generation X and Y) show stronger effects across the mediation models, especially in the areas of career development support and person–organization value fit; and
(4) although Generation Z showed significant direct effects between organizational resources and retention intention, the mediating effects of work engagement were generally weaker, indicating a lower tendency to translate resources into active engagement.
These findings support the applicability of Social Exchange Theory and Conservation of Resources Theory in the context of generational workforce management. The study highlights the necessity for organizations to tailor retention strategies based on generational characteristics—emphasizing flexibility and autonomy for Generation Z, while reinforcing structured support and engagement for non-Z generations to enhance organizational stability and long-term talent retention.

關鍵字(中)

★ 組織資源
★ 工作靈活度
★ 數位資源
★ 職涯發展支持
★ 工作價值觀契合
★ 工作投入
★ 留任意願
★ Z 世代
★ 跨世代管理

關鍵字(英)

★ Organizational Resources
★ Digital Resources
★ Career Development Support
★ Work Flexibility
★ Value Congruence
★ Work Engagement
★ Retention Intention
★ Generation Z
★ Cross- Generational Management

論文目次

目錄
謝誌 ii
中文摘要 iii
ABSTRACT iv
目錄 vi
表目錄 x
圖目錄 xi
壹、緒論 1
1-1 研究背景與動機 1
1-2 研究目的 2
1-3 研究流程 2
貳、文獻回顧 4
2-1工作投入(Work Engagement) 4
2-2 工作靈活度(Work Flexibility) 5
2-3 組織數位資源(Digital Resources) 6
2-4 職涯發展支持(Career Development Support) 6
2-5 工作價值觀契合(Person–Organization Value Fit) 7
2-6 留任意願(Retention Intention) 7
2-7 各變項之間關係 8
2-7-1 工作靈活度與留任意願之關係 8
2-7-2 組織數位資源與留任意願之關係 9
2-7-3 職涯發展支持與留任意願之關係 9
2-7-4 工作價值觀契合度與留任意願之關係 10
2-7-5 工作靈活度與工作投入及留任意願之關係 10
2-7-6 組織數位資源與工作投入及留任意願之關係 11
2-7-7 職涯發展支持與工作投入及留任意願之關係 11
2-7-8 工作價值觀契合與工作投入及留任意願之關係 12
2-7-9 Z世代與非Z世代員工在組織資源對留任意願的直接影響與透過工作投入的中介效果上存在差異 12
參、研究方法 14
3-1研究架構 14
3-2 研究假設 15
3-3-1 自變項：工作靈活度 16
3-3-2自變項：組織數位資源 17
3-3-3自變項：職涯發展支持 18
3-3-4自變項：工作價值觀契合度 18
3-3-5中介變項：工作投入 19
3-3-6依變項：留任意願 20
3-3-7 控制變項 20
3-4 分析方式 21
3-4-1 敘述性統計分析 21
3-4-2 信度與效度分析 21
3-4-3 模型適配度分析 21
3-4-4 相關分析 22
3-4-5 迴歸分析 22
四、研究結果 23
4-1敘述性統計分析 23
4-2信度與效度分析 24
4-3 模型配適度分析 27
4-4相關分析 27
4-5 迴歸分析與假說驗證 29
4-5-1假說一(H1): 工作靈活度與員工留任意願之間具有顯著正向關係 29
4-5-2假說二(H2): 組織數位資源與員工留任意願之間具有顯著正向關係 29
4-5-3假說三(H3): 職涯發展與員工留任意願之間具有顯著正向關係 29
4-5-4假說四(H4): 工作價值觀契合度與員工留任意願之間具有顯著正向關係 29
4-5-5假說五(H5): 工作投入在工作靈活度與留任意願之間具有中介效果 30
4-5-6假說六(H6): 工作投入在組織數位資源與留任意願之間具有中介效果 30
4-5-7假說七(H7): 工作投入在職涯發展支持與留任意願之間具有中介效果 30
4-5-8假說八(H8): 工作投入在工作價值觀契合與留任意願之間具有中介效果 30
4-5-9假說九(H9): Z世代與非Z世代員工在組織資源對留任意願的直接影響與透過工作投入的中介效果上存在差異 31
五、結論 35
5-1研究結論 35
5-1-1工作靈活度與員工留任意願之間具有顯著正向關係:成立 36
5-1-2組織數位資源與員工留任意願之間具有顯著正向關係:成立 36
5-1-3職涯發展支持與員工留任意願之間具有顯著正向關係:成立 36
5-1-4工作價值觀契合度與員工留任意願之間具有顯著正向關係:成立 36
5-1-5工作投入在工作靈活度與留任意願之間具有中介效果:成立 36
5-1-6工作投入在組織數位資源與留任意願之間具有中介效果:成立 37
5-1-8工作投入工作價值觀契合與留任意願之間具有中介效果:成立 37
5-1-9 Z世代與非Z世代員工在組織資源對留任意願的直接影響與透過工作投入的中介效果上存在差異 37
5-2管理意涵 39
5-2-1 核心變項的直接與中介影響均獲支持 39
5-2-2 世代差異下的資源感知及反應 39
5-2-3 實務建議 41
5-3研究限制與未來建議 42
5-3-1 研究量表設計限制 42
5-3-2 研究樣本限制 42
5-3-3 研究方法限制 42
參考文獻 44
中文文獻 44
英文文獻 44
表目錄
表1 組織資源對應變項 5
表2 工作靈活度問卷題項 17
表3 組織數位資源問卷題項 17
表4 組織職涯發展支持問卷題項 18
表5 員工工作價值觀契合度問卷題項 19
表6 工作投入問卷題項 19
表7 留任意願問卷題項 20
表8 樣本之敘述性統計 24
表9 組合信效度分析 25
表10 組合效度分析 26
表11 模型配適度 27
表12 相關分析 28
表13 H1至H8假說迴歸分析結果 30
表14 Z與非Z世代敘述統計資料 31
表14 H9-1至H9-4假說分析 34
表15 研究假說成立與否 35
圖目錄
圖1 研究架構流程 3
圖2 研究架構圖 14

參考文獻

中文文獻
Cheers雜誌編輯部（2023年）。〈員工為何選擇留下來？留才關鍵不只是薪水，還有這 4 件事〉。《Cheers快樂工作人》。取自 https://www.cheers.com.tw/article/article.action?id=5099579
吳庭芸、林宜玄（2023）。員工體驗與敬業度對留任意願之影響。《管理研究學報，23》，1–32。https://doi.org/10.6626/MR.202312_23.0001
郭芊雅（2023）。Z世代工作價值觀與工作投入之關係研究：以組織承諾為中介變數（碩士論文）。中原大學。
張偉豪, & 鄭時宜. (2012). 與結構方程模型共舞 : 曙光初現/ 張偉豪, 鄭時宜著. (初版.). 前程文化.
英文文獻
Amos, E. A., & Weathington, B. L. (2008).An analysis of the relation between employee–organization value congruence and employee attitudes. The Journal of Psychology, 142(6), 615–631. https://doi.org/10.3200/JRLP.142.6.615-632
Allen, D. G., Shore, L. M., & Griffeth, R. W. (2003). The role of perceived organizational support and supportive human resource practices in the turnover process. Journal of Management, 29(1), 99–118. https://doi.org/10.1177/014920630302900107
Allen, T. D. (2001). Family-supportive work environments: The role of organizational perceptions. Journal of Vocational Behavior, 58(3), 414–435.
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.
Arnold, H. J., & Feldman, D. C. (1982). A multivariate analysis of the determinants of job turnover. Journal of Applied Psychology, 67(3), 350–360
Blau, P. M. (1964). Exchange and power in social life. John Wiley & Sons.
Chatman, J. A. (1989). Improving interactional organizational research: A model of person-organization fit. Academy of Management Review, 14(3), 333–349. https://doi.org/10.1177/014920638901500401
Costanza, D. P., Badger, J. M., Fraser, R. L., Severt, J. B., & Gade, P. A. (2012). Generational differences in work-related attitudes: A meta-analysis. Journal of Business and Psychology, 27(4), 375–394. https://doi.org/10.1007/s10869-012-9259-4
Cropanzano, R., & Mitchell, M. S. (2005). Social exchange theory: An interdisciplinary review. Journal of Management, 31(6), 874–900. https://doi.org/10.1177/0149206305279602
Danziger, N., Rachman‐Moore, D., & Valency, R. (2008). The construct validity of Schein’s Career Anchors Orientation Inventory. Career Development International, 13(1), 7–19. https://doi.org/10.1108/13620430810849506
Edwards, J. R., & Cable, D. M. (2009). The value of value congruence. Journal of Applied Psychology, 94(3), 654–677. https://doi.org/10.1037/a0014891
Egerová, D., Komárková, L., & Kutlák, J. (2021). Generation Y and Generation Z employment expectations: A generational cohort comparative study from two countries. E+M Ekonomie a Management, 24(3), 93–109. https://doi.org/10.15240/tul/001/2021-03-006
Gregory, B. T., Albritton, M. D., & Osmonbekov, T. (2007).The mediating role of psychological empowerment on the relationships between P–O fit, job satisfaction, and turnover intention. Journal of Leadership & Organizational Studies, 14(2), 13–26. https://doi.org/10.1177/1059601106293772
Hair, J. F., Black, W. C., Babin, B. J., & Anderson, R. E. (2010). Multivariate data analysis (7th ed.). Pearson.
Hill, E. J., Hawkins, A. J., Ferris, M., & Weitzman, M. (2008). Finding an extra day a week: The positive influence of perceived job flexibility on work and family life balance. Family Relations, 57(3), 265–278.
Hobfoll, S. E. (1989). Conservation of resources: A new attempt at conceptualizing stress. American Psychologist, 44(3), 513–524.
Indroputri, I. A., & Sanjaya, R. (2024). Digital transformation in human resource management and its role in Gen Z career development: A systematic literature review. Petra International Journal of Business Studies, 7(1), 48–56. https://doi.org/10.9744/petraijbs.7.1.48-56
Jena, L., & Nayak, U. (2024). Organizational career development and retention of millennial employees: The role of job engagement and organizational engagement. Asia-Pacific Journal of Business Administration, 16(4), 778–796. https://doi.org/10.1108/APJBA-07-2022-0323
Kanungo, R. N. (1982). Measurement of job and work involvement. Journal of Applied Psychology, 67(3), 341–349. https://doi.org/10.1037/0021-9010.67.3.341
Kossek, E. E., & Michel, J. S. (2011). Flexible work schedules. In S. Zedeck (Ed.), APA handbook of industrial and organizational psychology (Vol. 1, pp. 535–572). American Psychological Association.
Kraimer, M. L., Seibert, S. E., Wayne, S. J., Liden, R. C., & Bravo, J. (2011). Antecedents and outcomes of organizational support for development: The critical role of career opportunities. Journal of Applied Psychology, 96(3), 485–500. https://doi.org/10.1037/a0021452
Kristof, A. L. (1996). Person–organization fit: An integrative review of its conceptualizations, measurement, and implications. Personnel Psychology, 49(1), 1–49.
Kristof-Brown, A. L., Zimmerman, R. D., & Johnson, E. C. (2005). Consequences of individuals’ fit at work: A meta-analysis of person–job, person–organization, person–group, and person–supervisor fit. Personnel Psychology, 58(2), 281–342. https://doi.org/10.1111/j.1744-6570.2005.00672.x
Kupperschmidt, B. R. (2000). Multigeneration employees: Strategies for effective management. The Health Care Manager, 19(1), 65–76. https://doi.org/10.1097/00126450-200019010-00011
Kyndt, E., Dochy, F., Michielsen, M., & Moeyaert, B. (2009). Employee retention: Organisational and personal perspectives. Vocations and Learning, 2(3), 195–215. https://doi.org/10.1007/s12186-009-9024-7
Lyons, S., & Kuron, L. (2014). Generational differences in the workplace: A review of the evidence and directions for future research. Journal of Organizational Behavior, 35(S1), S139–S157. https://doi.org/10.1002/job.1913
May, D. R., Gilson, R. L., & Harter, L. M. (2004). The psychological conditions of meaningfulness, safety and availability and the engagement of the human spirit at work. Journal of Occupational and Organizational Psychology, 77(1), 11–37. https://doi.org/10.1348/096317904322915892
Masuda, A. D., Poelmans, S. A. Y., Allen, T. D., Spector, P. E., Lapierre, L. M., Cooper, C. L., ... & Lu, L. (2012). Flexible work arrangements availability and their relationship with work-to-family conflict, job satisfaction, and turnover intentions: A comparison of three country clusters. Applied Psychology, 61(1), 1–29.
Masri, H. A., & Jabeen, F. (2023). Digital talent and employee retention: The role of employee engagement as a mediator. International Journal of Organizational Analysis.

McNall, L. A., Masuda, A. D., & Nicklin, J. M. (2010). Flexible work arrangements, job satisfaction, and turnover intentions: The mediating role of work-to-family enrichment. The Journal of Psychology, 144(1), 61–81.
Merican, N., Monil, M., Rafie, U. N., & Tajuddin, D. (2022). The effect of career planning, talent management and training development towards employee retention. International Journal of Academic Research in Business and Social Sciences, 12(8), 165–173. https://hrmars.com/papers_submitted/14318/the-effect-of-career-planning-talent-management-and-training-development-towards-employee-retention.pdf
Memon, M. A., Salleh, R., Baharom, M. N. R., & Harun, H. (2014).
Person–organization fit and turnover intention: The mediating role of employee engagement. Global Business and Management Research: An International Journal, 6(3), 205–209.
Naz, S., Li, C., Nisar, Q. A., Khan, M. A. S., Ahmad, N., & Anwar, F. (2020). A study in the relationship between supportive work environment and employee retention: Role of organizational commitment and person–organization fit as mediators. SAGE Open, 10(2), 2158244020924694. https://doi.org/10.1177/2158244020924694
Ozkan, M., & Solmaz, B. (2015). The Changing Face of the Employees – Generation Z and Their Perceptions of Work (A Study Applied to University Students). Procedia Economics and Finance, 26, 476–483. https://doi.org/10.1016/S2212-5671(15)00876-X
Popaitoon, Patchara. 2022. 「Fostering Work Meaningfulness for Sustainable Human Resources: A Study of Generation Z」. Sustainability 14(6):3626. doi: 10.3390/su14063626.
Price, J.L. (1997). Handbook of organizational measurement. International Academic Publishers. International Academic Publishers.
Putnam, L. L., Myers, K. K., & Gailliard, B. M. (2013). Examining the tensions in workplace flexibility and exploring options for new directions. Human Relations, 67(4), 413–440.
Schaufeli, W. B., Salanova, M., González-Romá, V., & Bakker, A. B. (2002). The measurement of engagement and burnout: A two sample confirmatory factor analytic approach. Journal of Happiness Studies, 3(1), 71–92. https://doi.org/10.1023/A:1015630930326
Shao, Zhen, Xixi Li, Yumei Luo & Jose Benitez. 2024. 「The Differential Impacts of Top Management Support and Transformational Supervisory Leadership on Employees’ Digital Performance」. European Journal of Information Systems 33(3):334–60. doi: 10.1080/0960085X.2022.2147456.
Shockley, Kristen M., Heather Ureksoy, Ozgun Burcu Rodopman, Laura F. Poteat & Timothy Ryan Dullaghan. 2016. 「Development of a New Scale to Measure Subjective Career Success: A Mixed-Methods Study: Subjective Career Success」. Journal of Organizational Behavior 37(1):128–53. doi: 10.1002/job.2046.
Steil, A. V., de Cuffa, D., Iwaya, G. H., & Pacheco, R. C. dos S. (2020). Perceived learning opportunities, behavioral intentions and employee retention in technology organizations. Journal of Workplace Learning, 32(3), 189–202
Tett, R. P., & Meyer, J. P. (1993). Job satisfaction, organizational commitment, turnover intention, and turnover: Path analyses based on meta‐analytic findings. Personnel Psychology, 46(2), 259–293. https://doi.org/10.1111/j.1744-6570.1993.tb00874.x
Wang, Q. (Emily), Myers, M. D., & Sundaram, D. (2013). Digital natives and digital immigrants: Towards a model of digital fluency. Business & Information Systems Engineering, 5(6), 409–419. https://doi.org/10.1007/s12599-013-0296-y
Wang, Guifang, Zuraina Dato Mansor & Yee Choy Leong. 2024. 「Linking Digital Leadership and Employee Digital Performance in SMEs in China: The Chain-Mediating Role of High-Involvement Human Resource Management Practice and Employee Dynamic Capability」. Heliyon 10(16):e36026. doi: 10.1016/j.heliyon.2024.e36026.
Willie, M. (2024). Leveraging digital resources: A resource-based view perspective. Golden Ratio of Human Resource Management, 5(1), 01–14. https://doi.org/10.52970/grhrm.v5i1.415

指導教授

陳明園(Ming-Yuan Chen)

審核日期

2025-6-30

推文