過去的關於個人－工作適配的研究多聚焦在員工離職與工作績效等後果變數。然而，較少研究在探討不適配員工的留任及在組織中可能展現的負面行為。因此，本研究透過知覺易流動性及需求補給理論分別探討要求－能力不適配及需求－供給不適配員工選擇留下並傷害組織的適用情境。
本研究收集了跨產業11家公司共327筆主管－部屬配對資料。階層回歸的結果顯示：在高組織鑲嵌和低績效導向報酬時，要求－能力不適配對離職傾向及工作怠惰呈現正相關；而在高組織鑲嵌和高績效導向報酬時，這兩段關係轉為負向。另一方面，在低社群鑲嵌和低績效導向報酬時，需求－供給不適配對離職傾向及工作投入呈現負相關，而高社群鑲嵌和高績效導向報酬時，負向關係將被緩和。針對本研究的研究結果對適配及離職領域的理論貢獻進行了探討，並提出具體管理意涵與未來研究方向供實務界與後續研究者參考。

Past researches on person-job fit have been focusing its effects on the turnover, and job performance. However, few studies discuss its effects on retention intention and subsequent negative effects on the organization. As such, the present study is designed to discover the boundary conditions when Demand-Ability (D-A) misfit and Need-Supply (N-S) misfit employees choose to stay and harm the organization. From the aspect of the ease of movement, we explore the joint moderating effects of organization embeddedness (OE) and performance-contingent reward (PCR) on the relationship between D-A misfit on retention intention and tardiness. Moreover, we explore the joint moderating effects of community embeddedness (CE) and performance-contingent reward on the relationship between N-S misfit on retention intention and work engagement from the view of need fulfillment.
We collected data from 11 companies across various industries using a multisource, multiphase research design. The data are comprised of matched 327 leader-follower pairs. The result of hierarchical regression analysis shows that: when in high OE and low PCR, D-A misfit is positively with retention intention and tardiness; while when in high OE and high PCR, the relationship is negative. On the other hand, when in low CE and low PCR, N-S misfit is negatively related with retention intention and work engagement, while in high CE and high PCR, the negative relationship is attenuated. Theoretical and practical implications of our findings are also discussed.

論文審定書 i
謝誌 ii
摘要 iii
Abstract iv
Table of Contents v
Figure vi
Table vii
Introduction 1
Theory and Hypotheses 5
The Consequences of D-A and N-S misfit 5
Employee D-A Misfit, Retention Intention, and Work Tardiness: The Moderating Roles of Organizational Embeddedness and Performance-Contingent Reward 6
Employee N-S Misfit, Retention Intention, and Engagement: The Moderating Roles of Community Embeddedness and Performance-Contingent Reward 9
Methods 13
Sample and Procedures 13
Measures 14
Control Variables 15
Data Analysis 16
Results 17
Confirmatory Factor Analysis 17
Hypothesis Testing 17
Discussion 26
Theoretical Implications for the Turnover Literature 26
Theoretical Implications for the Fit Literature 26
Practical implication 27
Limitations and Future Research 28
References 30
Appendix: Supervisor Questionnaire 34
Appendix: Subordinate Questionnaire 1 36
Appendix: Subordinate Questionnaire 2 42

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