獎勵認知與自我效能對薪資滿足及組織承諾之影響探討－以C銀行為例

Abstract

本研究是以國內某家銀行(本研究簡稱C銀行)之員工為調查對象，探討薪酬認知議題，該個案銀行原屬於公股行庫，於1998年民營化後歷經薪酬制度改革、人事更迭及員工離退，近十幾年來，隨著市場環境變化，該銀行最大改變莫過於組織改造、薪酬制度變革及員工工作態度轉變。為了解C銀行在前揭改變下，現行薪酬制度及員工工作態度特質對C銀行之投入與認同成效，本研究以薪酬激勵層面為主軸，分別從員工的獎勵認知、自我效能為變項，以薪資滿足為中介，探討員工對C銀行願意投入貢獻與留任承諾之關係。 根據研究及數據顯示，C銀行員工之獎勵認知、自我效能及薪資滿足與組織承諾之間均呈現顯著相關，亦即C銀行現行薪酬制度激勵性、員工自我效能及薪資滿足與員工投入工作與留任與否之間具有關聯性。藉此可知，薪酬制度的激勵性與自我效能之認知，將影響員工是否願意投注心力及認同企業，此可提供企業在建構薪酬制度時，應認知到員工獎勵觀念及自我效能程度對企業發展具有一定影響程度，而讓內部激勵機制運作具實質意義，以留任自我效能高之員工，協助企業落實獎酬本質與激勵績效發展之目的。

This study is to explore pay-for-performance perception issue of employees based on a survey conducted on a domestic bank (referred to as C bank). C bank was previously government owned, but following its privatization in 1998, it underwent wage regulation reform, personnel changes, and employee resignation. In the ten years, in accordance with shifts in the market environment, the most significant changes C bank underwent were organizational restructuring, wage regulation reform, and changes in employee attitudes. To understand whether the effects of pay incentives and employees’ attitude have a significant impact on the improvement of C bank’s recognition and organizational commitment, this study employs salary satisfaction as an intermediary to explore the relationships between pay-for-performance perception and self-efficiency and the employees’ commitment into the C bank, respectively. The results indicate that a significant correlation exists among the pay-for-performance perceptions, self-efficacy, and pay satisfaction of the employees of C bank and their organizational commitment. That is, C bank’s current wage incentive regulations, employees’ self-efficacy, and pay satisfaction are related to the employees’ job retention and organizational commitment. Therefore, the pay incentive regulations and the recognition of self-efficacy influence employees’ job and organizational commitment. This information can serve as a reference for companies that are developing wage regulations by helping them recognize that wage incentives and employee self-efficacy influence companies’ developments, which enables effective incentive program implementation and the retention of self-efficient employees, and enables companies to develop proper incentives and increase performance.