個人與組織間契合程度（person-organization fit）的研究，近年來逐漸引起學者與管理者們的廣泛討論與重視。當公司人力資源面臨組織轉型、人力精簡、工作結構大幅改變等問題時，管理者在遴選新人的過程中，如何挑選出與組織發展契合度高之新進人員，積極配合公司經營理念，以及保持公司組織內的員工能為共同遠景繼續努力奮鬥，將是組織能保持競爭力與彈性，以面對各種環境挑戰的關鍵。
本研究採用個案研究法，以台鹽公司為研究對象，以抽樣問卷調查及訪談公司高階層領導人之方式進行研究。在研究個人與組織之契合上，採用企業文化中的主要要素之一 --「價值觀」之構念，價值觀採用Cable & Judge於1996年及1997年將Chatman（1989，1991）所研創之企業文化描述語句（organization culture profit ，簡稱OCP），由原來的54個精簡為40個，再以Bem & Allen（1974）利用「Q-sort」發展出的「卡片比對技術」（template-matching technique），由受填者將40個價值觀，依其心中理想的價值觀念與知覺到公司實際的價值觀分別按其重要性進行評比程序；之後，利用統計方法，求出員工與企業文化之間契合度的高低，據此預測員工對組織承諾及組織公民行為之影響，並且探討人口統計變項對上述變數之影響，最後將這些結果提出討論與建議。
本實證研究主要發現摘述如下：
（一）員工心中理想的文化價值觀與實際知覺到的價值觀，有顯著出入。
（二）不同個人背景因素對企業文化契合度具有不同程度的顯著關係。
在相關契合度上，結果顯示出年輕、年資淺、高學歷的員工，其相關契合度較低。在差距契合度上，顯示單身、年輕、高學歷的員工，及有新人陸續加入的單位，其文化價值觀之契合度距離較大。
（三）文化契合度對員工的「組織承諾」及其因子中的「組織的認同」與「留職意願」，具有正向且顯著的預測關係。
（四）無論是相關或差距文化契合度對員工組織公民行為均不具有顯著預測關係。
（五）員工的年齡、服務年資與組織承諾及其因子中的組織認同有顯著的正向關係，教育程度則與組織認同有顯著的負向關係。

The research on person-organization fit has attracted the attention of both scholars and managers in recent years. During organizational transformation, it is very important to have employees who can identify with the administration of the company and struggle for the company's future. This will enable the company to keep competitiveness and flexibility to confront environmental challenges.
In this paper, Taiwan Salt Industrial Corporation (TSIC) is chosen as the subject for case study and several methods were used; including stratified sampling method and interviews with top manager. The value construct technique modified by Cable & Judge combined with template-matching technique by Bem & Allen were adopted to study person-organization fit in the company. Then, by statistical methods, the influences of person-organization fit on organization commitment and organization citizenship behavior were predicted.
The major empirical findings of this study are as follows:
1. There are differences between the ideal culture values that employees wish for and those they really perceive.
2. Person-organization fit is related to employee's demography.
3. It is significantly positive trend to predict intent to remain, organization commitment and its factor, organization recognition, of employees by their person-organization fit
4. Organization citizenship behavior of employees is less significant related to their person-organization fit.
5. The age and tenure of employees has a significantly positive relationship with organization commitment and its factor, organization recognition; however, education level of employees has a negative one with organization recognition.

目 錄
第一章 緒論
第一節 研究背景 ......1
第二節 研究動機 …………………………………………. 2
第三節 研究目的 …………………………………………. 5
第四節 研究流程 …………………………………………. 6
第二章 文獻探討
第一節 企業文化的內涵 ………………………………... 9
第二節 契合度之意義與衡量 …………………………… 18
第三節 組織承諾之意義 ……………………...…………34
第四節 組織公民行為之意義與分類 ……….……………39
第三章 個案公司簡介—台鹽公司簡介
第一節 台鹽公司簡介 …………………………………….44
第二節 台鹽公司之企業文化 …………………………….52
第四章 研究方法
第一節 建立研究架構及研究假設 ………………..….…..57
第二節 研究變項之定義與衡量 …………………..….…..59
第三節 研究對象與研究方式 …………………………….67
第四節 問卷預試 …………………………………..…….68
第五節 資料分析方法 ………………………………...…..70
第五章 研究結果
第一節 樣本特性描述 …………………………..…….…..72
第二節 各研究變項之描述性統計分析 …………...……..75
第三節 理想與知覺實際企業文化之差異檢定 ……...…..88
第四節 各研究變項之相關分析 …………………………102
第五節 各變項之迴歸分析 ………………………..……..111

第六章 結論與建議
第一節 結論 …………..………………….……….……114
第二節 管理實務上的建議 ……………….……….……122
第三節 未來研究方向 …………………….…….………125
第四節 研究限制 ………………………….……….……126
參考文獻 中文部份 ………………………….…………….127
英文部份 ………………………….……………129
附 錄 一 訪談問題內容 …………………….…………...138
附 錄 二 問卷 ………………………………….………… 144

圖 目 錄

圖1-1 研究流程 ………………………………………………….…. 7
圖2-1 Sathe之組織動態圖 ………….…………….………. .…...13
圖2-2 文化、價值觀、態度及行為關係圖 ……………………..….15
圖2-3 Kristof 之個人與組織契合的意義型態 ……………..….19
圖2-4 個人與組織契合的模式 …………………………………...…21
圖3-1 台鹽實業股份有限公司組織系統圖 …………………..…...45
圖3-2 台鹽公司企業識別系統圖 …………………………….…....53
圖4-1 研究架構 ………………………………………………….…..57
圖（一）台鹽「關懷」文化之循環圖 ……....….……..….….....141
圖（二）台鹽公司企業文化識別系統 ……....….……..….………..…...142


表 目 錄

表2-1 國內外學者對企業文化（或組織文化）之定義 ……….. 9
表2-2 國外有關契合度實證研究之主要發現 …………….…….. 22
表2-3 國內有關契合度實證研究之主要發現 ……………….….. 24
表2-4 組織研究中常用的側面相似指標 ………………………... 30
表2-5 文化契合的類型 …………………………………………... 33
表2-6 組織承諾分類表 …………………………………………... 36
表3-1 台鹽公司最近五年度（84-88）簡明資產負債表 ………...47
表3-2 台鹽公司最近五年度（84-88）簡明損益表 ……………...48
表3-3 台鹽公司最近三年度（86至88）每股淨值盈餘及股利…...48
表3-4 近五年台鹽公司人力結構現況 ……………………………..49
表3-5 近五年台鹽公司員工學歷統計表 …………………………..50
表3-6 88年底台鹽公司員工年資統計表 …………………………..50
表3-7 台鹽公司84-88年度用人費用統計表 ……………………..51
表4-1 文化價值觀之和諧係數表 …………………………………..62
表4-2 「組織承諾」量表因素分析 ………………………………..64
表4-3 「組織公民行為」項目之描述性統計分析 ………………..66
表5-1 問卷回收統計表 …………………………………………...72
表5-2 樣本結構分析表 …………………………………………...74
表5-3 不同人口特徵在文化契合度之描述性統計分析 ………...77
表5-4 不同人口特徵在組織承諾之描述性統計分析 …….……..79
表5-5 不同人口特徵在組織公民行為之描述性統計分析 .……...83
表5-6 員工心中理想的企業文化之描述性統計 ……………….…86
表5-7 員工知覺公司目前實際的企業文化之描述性統計 ……...87
表5-8 企業文化價值觀差異比較表 ……….…………………...89

表 目 錄

表5-9 「競爭能力」及「快速掌握機會」在各年資層之差異比較表.. 91
表5-10 「人性化管理」及「賞罰公平」在各年資層之差異比較表 ...92
表5-11 「決策果斷」及「團隊合作」在各年資層之差異比較表 …..93
表5-12 「環境應變能力」及「積極有衝勁」在各年資層之差異比較表.95
表5-13 「員工成長機會」 在各年資層之差異比較表 ………………..96
表5-14 「注意細節」及「寬容大量」在各年資層之差異比較表 …...97
表5-15 「工作時間長」及「工作期望很高」在各年資層之差異比較表 98
表5-16 「業績掛帥」及「注重企業形象」在各年資層之差異比較表 ..98
表5-17 「井然有序」及「結果重於過程」在各年資層之差異比較表 ..99
表5-18 「保障工作」及「勞資和諧」在各年資層之差異比較表 ….…99
表5-19 「講究與眾不同」 在各年資層之差異比較表 ……………….100
表5-20 相關契合度之單因子變異數分析表 ………………………….104
表5-21 差距契合度之單因子變異數分析表 ………………………….107
表5-22 各變數間的相關 ……………………………………………..110
表5-23 相關契合度對組織承諾之迴歸分析 ………………………..111
表5-24 差距契合度對組織承諾之迴歸分析 ……………………...112
表5-25 契合度對組織公民行為之迴歸分析 ………………………..113
表6-1 不同人口特徵在相關契合度之顯著性分析 ………………...117
表6-2 不同人口特徵在差距契合度之顯著性分析 ………………….118

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