摘要
員工累積的技術及經驗是企業最重要的資產，為了使企業員工長期奉獻心力，降低員工流動率，並提昇其工作的動機及用心態度，就是工作滿意度評估。
根據公平理論，若是員工認知到組織的對待為不公平時，可能是分配的不公平或是程序上的不公平，心理會十分沮喪，進而降低員工滿意度。另外，在薪資管理上的薪資獎勵及福利制度，也能激勵及改善員工士氣，進而強化組織整體的競爭力。這些構面因素都對工作滿意度有重大的影響力嗎？從許多文獻資料顯示，程序公平、分配公平和薪資滿意、福利滿意之間的關係是混淆又模糊的，本研究就是去測量及驗證這些相關性，並進一步釐清這些構面對工作滿意度的影響力差異。
本研究採用問卷方式，針對個案公司的員工抽樣來進行影響性研究，在程序/分配公平及薪資/福利等四個衡量構面對工作滿意的影響效果及程度差異，資料以SPSS統計分析來逐次驗證，重要發現分述如下：
1. 程序/分配公平與薪資/福利滿意是有顯著相關的，其中分配公平對薪資呈正向影響且比程序公平效果大，而程序公平對福利也呈正向影響且比分配公平的效果大。
2. 程序公平、分配公平對工作滿意度是正向相關，薪資、福利滿意對工作滿意度的也是呈正向相關，表示公司除了以薪資、福利來提高員工的工作滿意度之外，也可藉由組織體制的改善，提高程序與分配公平性，也能使員工滿意度增加。
3. 程序公平、分配公平、薪資、福利等四個構面，每一構面個別對員工滿意度的影響效果均呈正向，而以分配公平的影響效果最大，其次為程序公平，第三為薪資，影響效果最小為福利。
4. 若同時以程序公平、分配公平、薪資、福利等四個構面，一起來進行員工滿意度的效果評估，則以分配公平的影響效果最大，其次為薪資，再其次為程序公平，影響效果最小為福利。
由研究結果可知，企業為了留住人才、降低員工流動率、盼望員工能多一些績效及責任，除了給薪及福利制度之外，還可藉由程序公平及分配公平來激勵員工並達到組織目標。尤其未來企業的部分單位更可能採用人力外包制度，在相同單位下會出現同工不同酬的現象，在薪資制度無法調整之下，若能強化組織的「公平性」系統，提升員工潛在的知覺感受，也能留住高素質員工及保持良好工作效率。

Abstract
Most enterprises acknowledge that technology and experience accumulated by the employees are the most important assets. In order to make regular employees dedicate their efforts on work, reduce employees’ turnover, and enhance their motivations as well as hard-work attitudes, it’s popular for the corporate to assess the job satisfaction of the employees’.
According to the equity theory, the corporate employees would be frustrated and maybe reduce their satisfactions on jobs in case they aware of unfair treatment from the organization, no matter what is caused by the distribution or the procedure. Also, incentive pay and benefits system in salary management could motivate and enhance employee’s morale, and moreover help strengthen the overall competitiveness of organizations. Are all of the above mentioned dimensions there significant influences on the job satisfaction? A number of documents reveal confusion regarding relationships among constructs of pay and benefits satisfaction and distributive and procedural justice. The purpose of this study is to measure and verify the relevance among them, and to further clarify the differential effects resulted from these dimensions on the job satisfaction.
The study was conducted in a large Taiwan company and carried out via the questionnaire approach as well as SPSS analysis to show the differential effect of the four dimensions- procedural justice, distributive justice, pay satisfaction, and benefits satisfaction, distributive justice, and procedural justice- on job satisfaction. Results showed some important findings as below:
1. Procedural/ distributive justice and pay/ benefits satisfaction are significantly associated with each other. Particularly distributive justice plays more positive effect on pay than procedural one; however, procedural justice does more positive effect on benefits than distributive one.
2. There are positive relationships between both procedural/ distributive justice with job satisfaction. So are both pay/ benefits satisfaction with job satisfaction. It implies that raising the procedural/ distributive justice through improving the system of an organization to increase the job satisfaction of the employees’ is another good way except improving pay/ benefits for the employees.
3. Each of procedural / distributive justice and pay/ benefits satisfaction influences job satisfaction positively. The priority of the effect extent is distributive justice most, procedural justice the second, pay the third, and benefits the last.
4. If we assess the effects of the four dimensions together-procedural justice/ distributive justice/ pay/ benefits satisfaction on job satisfaction, the result shows that distributive justice is with the maximum effect, followed by pay satisfaction, and then followed procedural justice, and benefits satisfaction the minimum.
Therefore as the study results showed, if the enterprises attempt to retain talent, reduce employee turnover, and further expect employees to perform better and to take more responsibilities, they can motivate employees with procedural justice and distributive one to achieve organizational goals in addition to with pay and benefits system. specially when some business units in a firm hire outsourced workers in future and then the phenomenon of unequal pay for equal work happens under the situation that the pay system could not be adjusted, it may be a solution for the corporate that it reinforces the "justice" in the system by enhancing the potential of employees perceptual experience to retain high –quality employees as well as to maintain good efficiency.

論文提要 i
中文摘要 ii
Abstract iv
目錄 vii
表目錄 ix
圖目錄 xi
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
第三節 研究流程 3
第四節 論文架構 4
第二章 文獻探討 5
第一節 薪資與福利的定義 5
第二節 薪資滿意與福利滿意 7
第三節 程序公平與分配公平 8
第四節 程序/分配公平與薪資/福利滿意之相關性 11
第五節 工作滿意度 12
第六節 程序/分配公平與薪資/福利滿意與工作滿意度的相關理論 20
第七節 量測 22
第三章 研究設計 24
第一節 研究架構 24
第二節 研究假設 25
第三節 研究量表的衡量方法 26
第四節 資料蒐集方法 31
第五節 研究步驟 37
第六節 資料分析方法 38
第四章 實證分析與討論 42
第一節 樣本描述及敘性統計分析 42
第二節 構面及量表題項的信度檢定 53
第三節 因素分析 56
第四節 構面變項之間的相關分析 61
第五節 影響工作滿意度之迴歸分析 64
第六節 人口統計變項對工作滿意度之差異分析 68
第五章 結論與建議 78
第一節 研究結論 78
第二節 管理意涵 80
第三節 研究限制及後續研究建議 82
參考文獻 83
一、中文部份 83
二、英文部分 86
附錄、研究問卷 95
簡 歷 100

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