研發機構員工生涯階段與生涯導向對前程發展制度效應之影響-以工業技術研究院員工為例

Abstract

研發機構實施前程發展相關制度是否會提昇員工的工作態度？前程發展制度對工作態度的影響是否會因員工個人生涯階段與生涯導向的不同而有差異？本研究以組織承諾、工作滿足與工作投入等三種工作態度為依變數，將研發機構目前實務上採行的教育訓練、工作輪調、工作豐富化、晉陞機會與技術移轉會等五種前程發展制度為自變數，並以員工個人生涯階段與生涯導向為干擾變項，進行這些問題的研究。本研究對象為工業技術研究院的員工，透過問卷方式進行資料蒐集，採用變異數分析與迴歸分析等方法進行統計分析。研究結果顯示：研發機構實施前程發展制度確實會影響員工的工作態度，而且前程發展制度實施程度愈高者，員工在工作態度的得分也愈高。前程發展制度對員工工作態度的影響，也會因員工個人生涯階段與生涯導向的不同而有差異，經事後比較分析發現，建立階段與創業導向的員工在工作態度的得分顯著低於其它生涯階段與生涯導向的員工，在前程發展制度與生涯階段、生涯導向間交互作用分析發現，工研院目前實施的前程發展相關制度對於在建立階段與創業導向的員工具有較顯著的成效。為提昇全體員工的工作態度，本研究建議，對於其它生涯階段與生涯導向的員工，工研院應提供更適宜的前程發展相關制度。

Can the career development programs in research organizations enhance their employees’ work-related attitudes? Will the employees’ career stage development and their career orientation moderate the effect of career development programs on the employees’ attitudes? To answer these two questions, this study investigated the effects of training, job rotation, job enrichment, promotion opportunities and business start-up opportunities on employees’ organizational commitment, work satisfaction and job involvement. The employees’ career stage development and career orientation were used as moderating variables. The results of the study indicate that the career development programs can enhance the employees’ work-related attitudes. The more the career development opportunities offered, the higher are the employees’ work-related attitudes. In addition, the employees’ career stage development and career orientation have a moderating effect on the relationship of career development effort and employees’ attitude. We discovered that the employees in the establishment stage and with an enterprising orientation are less positive in their work-related attitudes than the employees in other stages or with other orientations. In summary, the main finding of this study shows that the career development programs employed by ITRI are only effective for enhancing the work-related attitudes of its employees who are at the establishment stage and with an enterprising orientation. We suggested at the end of the paper, to make its career development programs more effective, ITRI should offer other types of career development programs that fit better with its employees who are in other career development stages or with other career orientations.