訓練與發展程序公平知覺：量表建構及其對員工態度之影響

Abstract

從前流行的長期契約關係提供工作保障，希望得到員工對組織的承諾。但是這種長期的契約關係已經漸漸式微了。在新的契約中，組織提供生涯發展方案來幫助員工的成長，讓員工獲得工作保障，希望員工能進而幫助組織的成長，因此期待員工忠誠、努力工作以及對組織有一些附加價值。也就是說，在組織方面，組織不再確保員工的工作保障，取而代之的是提供升遷的機會、持續的成長、技能的提升與個人專業的發展等，希望得到員工對組織的忠誠。在員工方面，員工也會感受到雇用契約的改變，因而益加重視組織所提供的訓練與發展，導致員工珍惜組織所提供的訓練與發展機會可能更勝於獎酬。因此訓練與發展議題愈來愈重要。

組織提供員工訓練與發展，能夠幫助員工增加工作績效，並進而提升組織績效；幫助員工個人的成長，亦進而提升組織成長。因此有大量的文獻在探討訓練與發展的相關議題。然而訓練與發展方案的提供，涉及組織內的資源投入，因此會產生資源有限性問題，當組織資源有限時，即可能產生公平的問題。很少的文獻關心組織訓練與發展的公平概念，但是這卻是訓練與發展另一個重要的問題，同時也是值得探討的議題。

本論文主要在探討訓練與發展程序公平的相關議題。具體而言，論文主要包括二個部份，研究一以組織公平的觀點來檢視員工認知的訓練與發展活動，探討訓練與發展程序公平的概念。首先釐清訓練與發展程序公平的構面，採用演繹法與歸納法，配合量表發展程序，經由探索性與驗證性因素分析，建構出訓練與發展程序公平的量表(Training and Development Procedural Justice Scale, TDPJS)。經由本研究發現，訓練與發展程序公平是二構面的概念（制度因素公平與互動因素公平），並且經由實證發現訓練與發展程序公平的概念對工作滿意、規範性組織承諾與離職傾向等員工態度的效標有所影響。

研究二以社會交換理論為基礎，釐清員工認知到的訓練與發展程序公平，對員工態度的影響機制。經由結構方程模式進行分析。研究結果發現訓練與發展程序公平經由認知的組織支持與信任，進而影響員工態度。具體而言，制度因素公平透過認知的組織支持影響到員工態度，而互動因素公平經由信任，進而影響到員工的態度。

Traditional employment contracts provide worker security in exchange for commitment. But in the new employment contracts, employees are expected to be loyal, hard work, and added value to an organization. Organization offers the career program for helping employees to achieve employment security. That is, no longer able to ensure employee job security, organization may offer opportunities for promotion, continual growth, skill enhancement, and personal and professional development. Organization generally expects some degree of employee loyalty in return. Employees can aware that job security is no longer entrenched in the employment contract, development and learning opportunities become determinants of the desirability of working in an organization. They may prefer training and development to rewards. Consequently, training and development have become more and more important. Organization can improve the quality of employees by providing extensive training and employee development activities, and expect improved organizational performance in return for their investment. However, training programs require the allocation of organizational resources, making limited resources is an important issue. To date, no previous study has discussed the issue of perceived justice in the context of training and development. The dissertation explored the issues of perceived procedural justice in the context of training and development. There were two parts included in this dissertation—study 1 and study 2. Study 1 explored the concept of procedural justice in training and development, and used psychometric procedures for scale development, called the Training and Development Procedural Justice Scale (TDPJS). Exploratory factor and confirmatory factor analyses were applied for development the scale. The results showed that TDPJS includes two dimensions, system factor and interactional factor. In addition, training and development procedural justice influenced the attitude and behavior of employees. Study 2 based on the theory of social excharge to clear the mechanism that how the procedural justice of training and development influenced the work attitude. The results of structural linear modeling showed that perceived organization support and trust were mediate variables. Further, perceived organization support mediated the relationship between the system factor and the work attitudes of normative organization commitment, turnover intention and job satisfaction. Trust mediated the relationship between the interactional factor and the work attitudes of normative organization commitment, turnover intention and job satisfaction.