論文提要內容
電信自由化的浪潮繼英、美、日等工業國家之後，正席捲全球，而公營事業民營化
在國際間也因此蔚為風尚，因而促使全世界電信市場走向自由化。我國在世界電信自由
化、民營化的潮流衝擊下， 1996 年電信三法（電信法、交通部電信總局組織條例、中華
電信股份有限公司條例）在立法院三讀通過，並於1996 年7 月1 日將原電信總局經營
電信業務部份，改制為「中華電信股份有限公司」繼續營運，結束電信總局獨佔經營電
信事業又兼負行政監督的雙重角色。中華電信身處電腦通訊蓬勃發展、市場競爭激烈的
產業浪潮，為將變革行動內化為競爭力，特打造「中華電信民營後人力資源管理制度」，
以吸引並留住優秀的知識員工，本研究即在探討此民營後人力資源管理制度，是否能提
高員工工作滿足，並與組織共體時艱，共同構築成功典範。此外，本研究亦將探討在民
營化過程中，為提升公司競爭力，對於員工的角色期望日趨多元，因此而產生之角色認
知衝突問題，是否會影響員工對公司的組織承諾。因此，本研究以中華電信南區分公司
為研究對象，採用分層比例抽樣法，共發出問卷983 份，有效回收問卷587 份，經由差
異、相關、複迴歸等統計分析後，實證調查結果，獲致如下重要發現：
一、就民營後人力資源管理制度的知覺、工作滿足與組織承諾的關係而言，可以發現以
下的現象：
1.員工對民營後人力資源管理制度的知覺愈高，工作滿足的程度也會愈高。
2.員工的工作滿足愈高，對公司的組織承諾愈高。
3.員工對民營後人力資源管理制度的知覺愈高，對公司的組織承諾也愈高。
二、員工對民營後人力資源管理制度知覺之人力資源激勵功能的知覺，對組織承諾有顯
著正向影響，且預測力最高。
三、工作滿足中之酬償環境滿足、升遷發展滿足，對組織承諾有顯著的正向影響，其中，
以酬償環境滿足的影響最大。
四、工作滿足對於員工對民營後人力資源管理制度的知覺及組織承諾兩者間，具有中介
效果。
五、角色認知衝突在員工對民營後人力資源管理制度知覺與組織承諾間不具干擾效果。
六、就角色認知衝突對工作滿足與組織承諾關係之干擾效果而言，經實證研究發現：
1.若能滿足員工在任務自主、酬償環境、升遷發展等方面的需求，則工作角色認知衝
突愈高對組織承諾之價值認同就愈高，勞資角色認知衝突愈高對組織承諾之公司認
同、價值認同也會愈高。
2.歸納角色認知衝突對工作滿足與組織承諾的干擾作用發現，只要妥善引導，在追求
卓越的願景下，角色認知衝突也可以是正面的、良性的。
關鍵詞：人力資源管理、知覺、工作滿足、組織承諾、角色認知衝突。

【Abstract】
The widespread wave of the liberalization in telecommunications followed the industrial country of
England, America and Japan. The privatization of state-run business that liberalize the whole world market
of telecommunications is popular in the world now. Lashed by the liberalization in telecommunications and
the privatization of state-run business, our country passed the three major laws of telecommunications（the
Telecommunication Act, the DGT Organizational Statutes, the Chunghwa Telecom Co., Ltd. Statutes）, after
three reading in The Legislative Yuan in 1996. The Directorate General of Telecommunications transform to
Chunghwa Telecom Co., Ltd. to provide telecommunications services in July 1st 1996. Closuring the double
role of The Directorate General of Telecommunications in both sectors of peremptory services providing
and administrator. Chunghwa Telecom Co., Ltd in order to turn their innovation into competitive acting in
the industry tide of rapid development of computer and communication, and bruising competitive market,
creating “the system of human resource management in the privatization of state-run business by Chunghwa
Telecom Co., Ltd “, to attract and retain their knowledge worker, to lift the staff’s job satisfaction, to carry
the organization through, and built a brand new successful paragon. Further, this study also discusses about
the problem in role cognitive conflict of staff diversity expectation by the company in the process of the
privatization, for promoting the competitive ability of the company. If this role cognitive conflict problem
will affect the organizational commitment made by staff to the company. Therefore, this study has taken
Southern Branch of Chunghwa Telecom Co., Ltd as study interview, used probability proportionate to size,
released 983 sets of questionnaires, got 587 sets of valid questionnaires, analyzed by statistics methods of
t-test analysis of independence, analysis of variance (ANOVA), Pearson’s product-moment correlation, and
multiple regression. The result confirms several important discoveries as following:
1. As the staff perception in the system of human resource management in the privatization of state-run
business, job satisfaction and organizational commitment, we can see that:
(1). The higher perception in the system of human resource management in the privatization of state-run
business staffs have, the more job satisfaction they will have.
(2). The higher job satisfaction they have, the higher organizational commitment they will have to the
company.
(3). The higher perception in the system of human resource management in the privatization of state-run
business staffs have, the higher organizational commitment they will have to the company.
2. There is a positive correlation in the staff perception in motivation by the system of human resource
management in the privatization of state-run business and organizational commitment, and it also has
high prediction.
3. Both well-paid and suitable working conditions and prospective promotion of job satisfaction have
positive correlation and reached the level of significance. Thereamong, the former variable has major
affection.
4. Job satisfaction has mediating effect between the staff perception to the human resource management
system after the privatization of state-run business and organizational commitment.
5. Role cognitive conflict has no moderating effect between the staff perception to the human resource
management system after the privatization of state-run business and organizational commitment.
6. According to the moderating effect of role cognitive conflict between the relationships of job satisfaction
and organizational commitment in the study, the results are as following:
(1). If the company can anticipate staff’s need in the sectors of satisfied task autonomy, well-paid and
suitable working conditions and prospective promotion, then the person who with higher role
cognitive conflict in work to organizational commitment has higher identification of value than those
who with lower role cognitive conflict in work to organizational commitment, and the people who
with higher role cognitive conflict in labor relationship to the organizational commitment has higher
identification of value and company than those who with lower role cognitive conflict in labor
relationship to the organizational commitment.
(2). To generalize the moderating effect of role cognitive conflict between the relationships of job
satisfaction and organizational commitment, as long as applying the well management in the hope of
pursuing elite success, role cognitive conflict could be positive and beneficent.
Key words: human resource management, perception, job satisfaction, organizational commitment, role
cognitive conflict.

第一章緒論..................................................................................................................1
第一節研究背景..................................................................................................1
第二節研究動機..................................................................................................3
第三節研究目的..................................................................................................5
第四節研究流程..................................................................................................6
第二章文獻探討..........................................................................................................9
第一節工作滿足..................................................................................................9
第二節人力資源管理........................................................................................21
第三節組織承諾................................................................................................33
第四節角色認知衝突........................................................................................46
第五節相關實證研究........................................................................................54
第三章研究方法........................................................................................................59
第一節觀念性架構與假設................................................................................59
第二節研究工具................................................................................................61
第三節修正後研究架構....................................................................................72
第四節研究變項與操作性定義........................................................................73
第五節研究設計................................................................................................77
第六節資料分析方法........................................................................................78
第七節研究限制................................................................................................80
第四章實證研究分析與結果....................................................................................82
第一節樣本及各研究變項之描述性統計分析................................................82
第二節員工個人屬性在各研究變項上之差異分析........................................90
第三節各研究變項之相關分析......................................................................106
第四節相關研究變項之迴歸分析..................................................................109
第五節工作滿足之中介效果分析.................................................................. 113
第六節角色認知衝突之干擾效果分析.......................................................... 117
第五章結論與建議..................................................................................................127
第一節研究結論..............................................................................................127
第二節研究結果之意涵與建議......................................................................130
參考文獻....................................................................................................................136
附錄............................................................................................................................144

表目錄
表2-1 工作滿足的定義...........................................................................................10
表2-2 人力資源管理的定義...................................................................................23
表2-3 傳統的人事管理與現代人力資源管理的比較...........................................24
表2-4 美國人力資源管理的發展過程...................................................................27
表2-5 台灣地區人力資源管理發展階段...............................................................28
表2-6 組織承諾的定義...........................................................................................33
表2-7 組織承諾的分類...........................................................................................35
表3-1 項目分析彙總表...........................................................................................65
表3-2 員工對民營後人力資源管理制度知覺量表因素分析結果.......................67
表3-3 工作滿足量表因素分析結果.......................................................................69
表3-4 組織承諾量表因素分析結果.......................................................................70
表3-5 角色認知衝突量表因素分析結果...............................................................71
表3-6 美國空軍基地態度調查抽樣比例...............................................................77
表3-7 發放問卷數與回收有效問卷數...................................................................78
表4-1 樣本資料次數分配表...................................................................................86
表4-2 樣本資料合併後之樣本資料次數分配表...................................................87
表4-3 各研究變項統計量彙總表...........................................................................89
表4-4 不同性別與各構面之獨立樣本t 檢定.......................................................90
表4-5 個人屬性與人力資源激勵功能的知覺之變異數分析摘要表...................93
表4-6 個人屬性與人力資源維持功能的知覺之變異數分析摘要表...................94
表4-7 個人屬性與人力資源確保功能的知覺之變異數分析摘要表...................98
表4-8 個人屬性與任務自主滿足之變異數分析摘要表.......................................99
表4-9 個人屬性與酬償環境滿足之變異數分析摘要表.....................................100
表4-10 個人屬性與升遷發展滿足之變異數分析摘要表.....................................102
表4-11 個人屬性與上司督導滿足之變異數分析摘要表.....................................103
表4-12 個人屬性與對公司認同之變異數分析摘要表.........................................104
表4-13 個人屬性與對價值認同之變異數分析摘要表.........................................105
表4-14 員工對民營後人力資源管理制度知覺與工作滿足各構面相關分析摘
要表............................................................................................................107
表4-15 工作滿足與組織承諾各構面之相關分析摘要表.....................................108
表4-16 員工對民營後人力資源管理制度知覺與組織承諾各構面相關分析摘
要表............................................................................................................109
表4-17 員工對民營後人力資源管理制度之知覺對組織承諾的迴歸分析摘要
表................................................................................................................111
表4-18 工作滿足對組織承諾的迴歸分析摘要表.................................................112

表目錄
表4-19 員工對民營後人力資源管理制度之知覺、工作滿足對組織承諾的層
級迴歸分析................................................................................................116
表4-20 組織承諾對民營後人力資源管理制度之知覺與角色認知衝突－工作
角色認知衝突之層級迴歸分析.................................................................118
表4-21 組織承諾對民營後人力資源管理制度之知覺與角色認知衝突－勞資
角色認知衝突之層級迴歸分析.................................................................119
表4-22 組織承諾對工作滿足與角色認知衝突－工作角色認知衝突之層級迴
歸分析.........................................................................................................121
表4-23 組織承諾對工作滿足與角色認知衝突－勞資角色認知衝突之層級迴
歸分析.........................................................................................................125
表5-1 研究假設驗證結果彙總表.........................................................................127

圖目錄
圖1-1 研究流程.........................................................................................................8
圖2-1 工作滿足之前因後果變項...........................................................................17
圖2-2 工作滿足影響因素的假設模式...................................................................18
圖2-3 系統的人力資源管理體系...........................................................................30
圖2-4 組織承諾前因及後果模式...........................................................................38
圖2-5 組織承諾的前因及後果...............................................................................39
圖2-6 組織承諾的發展階段...................................................................................40
圖2-7 預期承諾的決定因素...................................................................................41
圖2-8 初期承諾的決定因素...................................................................................41
圖2-9 鞏固期承諾的決定因素...............................................................................42
圖2-10 承諾態度與行為之交互影響.......................................................................42
圖2-11 組織承諾角色模式.......................................................................................43
圖2-12 影響組織承諾的流程圖...............................................................................44
圖2-13 角色互動模型...............................................................................................51
圖3-1 本研究觀念性架構.......................................................................................59
圖3-2 修正後研究架構...........................................................................................72
圖4-1 酬償環境滿足與工作角色認知衝突的交互作用對價值認同之影響.....121
圖4-2 升遷發展滿足與工作角色認知衝突的交互作用對價值認同之影響.....122
圖4-3 任務自主滿足與勞資角色認知衝突的交互作用對公司認同之影響.....125
圖4-4 酬償環境滿足與勞資角色認知衝突的交互作用對公司認同之影響.....126
圖4-5 任務自主滿足與勞資角色認知衝突的交互作用對價值認同之影響.....126

136
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