現今許多組織時常面臨招募到的新進員工在進入組織不久後，就無故離開組織的問題，離職的原因千奇百種，甚至有的員工並未告知組織任何離職原因，就選擇離開組織，造成組織在招募員工及訓練員工上成本的浪費，然而，台灣人民的失業率也居高不下，越來越多的年輕人感嘆找不到適合自己的工作，為了探討造成新進人員在短時間內選擇離職的真正原因，我們回顧過去學者提到的關於新進員工在早期離職的各項因素，試圖從組織在招募甄選過程中的各項實務來探討新進人員早期離職的影響因素，包括招募甄選過程資訊的揭露程度、招募者的特質、甄選工具的使用、應徵者的人格特質，以及組織社會化情形，並延用行銷領域中認知失調的概念於新進人員應聘後對於工作所產生不一致的情形，本研究問卷發放對象主要為已接觸到新工作、年資一至三個月的新進員工，共回收有效樣本237份，我們使用SPSS做簡單迴歸分析及獨立樣本t檢定，研究結果發現摘要如下：
1. 組織招募甄選過程中資訊的揭露程度越高，新進人員早期離職意圖越低，包括資訊的可信度與精確度、資訊的個人相關性、事前資訊完整性，並且組織提供包含正面與負面的真實性訊息，比起組織僅提供正面資訊，在新進人員早期離職意圖上有顯著差異。
2. 組織招募者特質中，招募者的資訊性及勝任性越高，新進人員早期離職意圖越低，並且招募者的專業程度越高、面試官數量越多，新進人員早期離職意圖越低。
3. 組織使用的甄選工具工作相關性越高，新進人員早期離職意圖越低。
4. 新進人員的情緒穩定性、工作決意性越高，早期離職意圖越低。
5. 組織社會化程度越高，新進人員早期離職意圖越低。
6. 新進員工的認知失調程度越高，早期離職意圖越高。
7. 組織招募甄選過程中，資訊的可信度與精確度、資訊的個人相關性越高，新進人員應聘後認知越低；組織事前資訊完整性與新進人員應聘後的決策認知失調呈顯著負向關係；組織傳遞真實工作訊息比組織只傳遞正面工作訊息，在新進人員應聘後認知失調上有顯著差異；招募甄選過程中資訊越多，新進人員應聘後認知失調越高。
8. 組織招募者的資訊性、勝任性越高，新進人員應聘後認知失調越低。
9. 組織使用的甄選工具工作相關性越高，新進人員應聘後認知失調越低。
10. 新進人員的情緒穩定性、工作決意性越高，應聘後認知失調越低。
11. 組織社會化程度越高，新進人員應聘後認知失調越低。
12. 新進員工應聘後認知失調對於組織招募甄選過程各項實務及新進員工早期離職意圖有部分中介的效果。

Nowadays, many organizations usually face the problem that newcomers quit their jobs without reasons after they get into the organizations for a short time, there are thousands of reasons for quit, even more, some of the employees chose to quit their jobs without telling the reasons. The problem causes time and money for organizations to recruit and train the employees. However, the unemployment rate in Taiwan is also very high, more and more young people complain that they can’t find jobs they want. To figure out the real reasons why newcomers choose to quit after they enter the organization in the short time, we review studies in the past, try to find out the reasons influencing newcomers’ early turnover, from practices in recruiting and selection procedure, including recruiting information, recruiter personalities, selection tools, applicants personalities, and socializations in organizations. We also continue to use the concept of cognitive dissonances from marketing field to explain the inconsistency of newcomers after they get into the job. The samples in our study are the employees who have already started their work for one month, and their tenure is lower than three months. The final valid samples were 237, and we use SPSS to run the simple regression analysis and the independent t-test for the nominal variables, the results can be summarized as follow：
1. The more exposure of recruiting information, the lower the newcomers’ early turnover intention, including the trustworthiness and accuracy of information, the personal relevance of information, the completeness of information before work, and there is significant difference of newcomers’ early turnover intention between organizations provide both good and bad information and only provide good information.
2. Recruiters with more informative and more competence, the lower the newcomers’ early turnover intention. And when recruiter is more professional and there are more recruiters in recruiting, the lower the newcomers’ early turnover intention.
3. The higher the job relativeness of the selection tools, the lower the newcomers’ early turnover rate.
4. The more emotion stable and the higher job decidedness of newcomers, the lower the early turnover intention.
5. The more socialization in the organizations, the lower the newcomers’ early turnover intention.
6. The higher the cognitive dissonance of newcomers, the higher the early turnover intention.
7. The more trustworthiness and accuracy of information, the more personal relevance of information, the lower the newcomers’ cognitive dissonance. The more completeness of information before work, the lower the newcomers’ wisdom of employment decision cognitive dissonance. There is significant difference of newcomers’ cognitive dissonance between organizations provide both good and bad information and only provide good information. More information in recruiting procedure, higher the newcomers’ cognitive dissonance.
8. Recruiters with more informative and more competence, the lower the newcomers’ cognitive dissonance.
9. The higher the job relativeness of the selection tools, the lower the newcomers’ cognitive dissonance.
10. The more emotion stable and the higher job decidedness of newcomers, the lower the newcomers’ cognitive dissonance.
11. The more socialization in the organizations, the lower the newcomers’ cognitive dissonance.
12. The mediating effect of cognitive dissonance between recruiting and selection practices of organization and newcomers’ early turnover intention is noteworthy.

目錄
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
第二章 文獻探討……………………………………………………………………3
第一節 離職的意涵………………………………………………………………3
第二節 招募與招募者特質 ……………………………………………………12
第三節 甄選與甄選實務 ………………………………………………………19
第四節 組織社會化 ……………………………………………………………26
第五節 認知失調 ………………………………………………………………33
第三章 研究方法 …………………………………………………………………49
第一節 研究架構與架設 ………………………………………………………49
第二節 研究變項之衡量工具與使用量表 ……………………………………50
第三節 研究對象與資料蒐集方法 ……………………………………………53
第四節 共同方法變異檢定 ……………………………………………………59
第四章 分析與討論 ………………………………………………………………61
第一節 組織招募甄選過程實務對新進人員早期離職意圖的影響 …………61
第二節 新進人員認知失調程度對新進人員早期離職意圖的影響 …………71
第三節 組織招募甄選過程實務對新進人員認知失調的影響 ………………73
第四節 新進人員認知失調的中介效果檢定 …………………………………89
第五節 研究假設驗證結果 ……………………………………………………96
第五章 結論與建議………………………………………………………………106
第一節 結論……………………………………………………………………106
第二節 建議……………………………………………………………………113
第三節 研究限制………………………………………………………………116
參考文獻 …………………………………………………………………………119
附錄 問卷 ………………………………………………………………………129

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