https://ir.lib.ncu.edu.tw/handle/987654321/87 Search the Channel s https://ir.lib.ncu.edu.tw/simple-search https://ir.lib.ncu.edu.tw/handle/987654321/109766 title: 組織DEI氛圍對員工工作投入之影響：歸屬感、工作滿意度與團隊協同效能之中介效果;組織DEI氛圍對員工工作投入之影響：歸屬感、工作滿意度與團隊協同效能之中介效果 abstract: 隨著全球化與勞動市場快速變遷，多元、平等與包容（Diversity， Equity， and Inclusion， DEI）已成為組織提升競爭力與強化員工關係的重要管理策略。然而，現有文獻多集中於西方國家情境，對於亞洲（特別是台灣）企業在地脈絡下 DEI 如何影響員工仍顯不足。本研究旨在探討組織內部 DEI 三構面——多元性、平等性與包容性——對員工工作投入之影響機制，並檢驗員工歸屬感、員工滿意度及團隊協同效能在此關係中所扮演之中介角色。 本研究以台灣各類型企業之在職員工為研究對象，採用問卷調查法蒐集資料，共回收有效問卷 299 份。研究工具涵蓋多元性、平等性、包容性、員工歸屬感、員工滿意度、團隊協同效能及工作投入等量表，並運用 SPSS PROCESS Macro 進行中介效果之檢驗與交叉驗證。 研究結果顯示：第一，DEI 三構面（多元性、平等性、包容性）與工作投入均呈顯著正相關，其中包容性之相關程度最高。第二，DEI 對工作投入之影響主要透過完全中介機制運作，亦即在納入中介變項後，DEI 對工作投入之直接效果降為不顯著。第三，員工歸屬感與員工滿意度在 DEI 三構面與工作投入之間均具有顯著之正向中介效果，其中員工滿意度為最穩健之中介機制。第四，團隊協同效能在多元性與包容性對工作投入之影響路徑中具有顯著中介效果，惟在平等性路徑中未達顯著水準，顯示平等性之影響主要作用於個人心理層次，而非團隊互動層次。 本研究之理論貢獻在於：（一）將 DEI 拆分為三個獨立構面，釐清其對工作投入之差異化影響路徑；（二）驗證完全中介模式，揭示 DEI 政策需經由員工心理轉化歷程方能有效提升工作投入；（三）將 DEI 研究推展至台灣組織情境，補充亞洲脈絡之實證證據。在實務意涵上，本研究建議企業在推動 DEI 政策時，不應僅停留於制度面之建構，更應關注員工是否實際感受到歸屬、滿意與團隊協作之正向經驗，方能有效將 DEI 理念轉化為員工之工作投入行為。 關鍵詞： 多元、平等與包容（DEI）、工作投入、員工歸屬感、員工滿意度、團隊協同效能;As globalization and labor market dynamics continue to evolve rapidly， Diversity， Equity， and Inclusion (DEI) has emerged as a critical management strategy for organizations seeking to enhance competitiveness and strengthen employee relations. However， existing literature has predominantly focused on Western organizational contexts， leaving a notable gap in empirical evidence regarding how DEI influences employees within Asian — particularly Taiwanese — organizational settings. This study aims to investigate the mechanisms through which the three dimensions of organizational DEI — diversity， equity， and inclusion — affect employee work engagement， and to examine the mediating roles of employee sense of belonging， employee satisfaction， and team synergy in these relationships. This study targeted full-time employees across various types of enterprises in Taiwan. Data were collected through a questionnaire survey， yielding a total of 299 valid responses. The research instruments encompassed scales measuring diversity， equity， inclusion， employee sense of belonging， employee satisfaction， team synergy， and work engagement. Mediation effects were examined and cross-validated using the SPSS PROCESS Macro. The findings reveal four key results. First， all three DEI dimensions — diversity， equity， and inclusion — were significantly and positively correlated with work engagement， with inclusion demonstrating the highest degree of association. Second， the influence of DEI on work engagement operated primarily through a full mediation mechanism， whereby the direct effects of DEI on work engagement became non-significant upon the inclusion of mediating variables. Third， both employee sense of belonging and employee satisfaction exhibited significant positive mediating effects between all three DEI dimensions and work engagement， with employee satisfaction emerging as the most robust mediating mechanism. Fourth， team synergy demonstrated significant mediating effects in the pathways from diversity and inclusion to work engagement; however， this mediating effect was not significant in the equity pathway， suggesting that the influence of equity operates primarily at the individual psychological level rather than at the level of team interaction. The theoretical contributions of this study are threefold: (1) decomposing DEI into three distinct dimensions to clarify their differentiated influence pathways on work engagement; (2) validating a full mediation model that reveals DEI policies must be channeled through employees′ psychological transformation processes in order to effectively enhance work engagement; and (3) extending DEI research to the Taiwanese organizational context， thereby contributing empirical evidence from an Asian perspective. In terms of practical implications， this study recommends that organizations promoting DEI policies should move beyond the mere construction of institutional frameworks and place greater emphasis on whether employees genuinely experience a sense of belonging， satisfaction， and positive team collaboration — as it is through these lived experiences that DEI principles can be effectively translated into employees′ work engagement behaviors. Keywords: Diversity， Equity， and Inclusion (DEI)， work engagement， employee sense of belonging，employee satisfaction， team synergy <br> Tue, 20 Oct 2026 06:23:49 GMT https://ir.lib.ncu.edu.tw/handle/987654321/109764 title: 主管關懷對話對員工倦怠、留任與主動求助意願關係之研究：論心理安全感之中介角色;The Relationships Among Supervisor–Employee Caring Conversations， Job Burnout， Retention Intention， and Help-Seeking Intention: The Mediating Role of Psychological Safety abstract: 本研究旨在探討主管關懷對話、心理安全感、工作倦怠、留任意願與主動求助意願之間的關係，並檢驗心理安全感在主管關懷對話與三項員工結果變項之間所扮演的中介角色。本研究以387名全職工作者為有效樣本，採問卷調查法蒐集資料，以SPSS進行描述性統計、信度分析與相關分析，以AMOS進行驗證性因素分析與結構方程模式分析，透過Sobel檢定法搭配Bootstrap重抽樣估計中介效果。 研究結果證實主管關懷對話與心理安全感具有顯著正向關係；心理安全感與工作倦怠具有顯著負向關係，對留任意願及主動求助意願均具有顯著正向關係。在中介效果方面，心理安全感完全中介主管關懷對話與工作倦怠、留任意願及主動求助意願之間的關係。依據研究結果，本研究建議組織應將建立心理安全感的溝通能力納入主管培育體系，並以創造讓員工敢求助的心理安全環境作為推動職場心理健康支持的根本策略。;This study examined the relationships among supervisor–employee caring conversations， psychological safety， job burnout， retention intention， and help-seeking intention. The mediating role of psychological safety is explored as well. Data are collected through online survey from 387 full-time employees and analyzed with software such as SPSS and AMOS. The results indicate that supervisor–employee caring conversation is positively related to employee psychological safety. Psychological safety is negatively related to job burnout while positively related to retention intention and help-seeking intention. Psychological safety fully mediates the relationships between supervisor–employee caring conversation and job burnout， retention intention as well as help-seeking intention. Drawn on the findings， managerial implications and suggestions for future research are thus discussed. <br> Tue, 20 Oct 2026 06:23:45 GMT https://ir.lib.ncu.edu.tw/handle/987654321/109762 title: 日式管理中的世代共融：以台灣日商企業的Z世代工作價值觀為例;Generational Integration in Japanese-Style Management: A Case Study of Generation Z Work Values in Taiwanese Subsidiaries of Japanese Enterprises abstract: 本研究以台灣日商汽車產業為研究情境，選取隸屬於同一國際日系企業集團之三家在台子公司作為研究對象，透過深度訪談十二位跨世代與跨職能受訪者，探討Z世代工作價值觀在組織中之內涵，以及跨世代互動與制度回應如何逐步形成跨世代共融之歷程。 本研究發現：(1)Z世代之核心訴求在於制度之合理性、公平性與可預期性，而非全然抗拒工作規範；非Z世代員工透過觀察Z世代之行為，經歷了由質疑、理解至反身覺察之「被動覺醒」歷程，顯示其對彈性與自主之渴望長期受制度慣性壓抑。(2)人力資源單位與管理者在跨世代價值轉化中，扮演制度轉譯者之關鍵角色，將個別世代之訴求轉化為具跨世代普遍效益之制度安排。(3)原本針對Z世代設計之彈性措施，於實務中呈現跨世代之溢出效應，顯示Z世代所揭露之制度需求，本質上為所有世代長期共同渴望，而非世代特有。本研究亦針對日式管理研究提出理論再詮釋，並提出制度透明化、溝通模式轉型，以及人資與管理者制度轉譯訓練等管理意涵，為台灣日商企業之世代管理實務提供參考。;This study examines the integration among different generations of employees in three Taiwanese subsidiaries owned by a Japan-based automotive group， including the vehicle assembly， parts manufacturing， and trading companies. Data are collected through in-depth interviews with twelve cross-generational and cross-functional participants， including Baby Boomer， Generation X， Millennial， and Generation Z employees as well as human resource practitioners. It is found that Generation Z′s place great emphasis on values such as rationality， fairness， and predictability of management， which awaken non-Generation Z employees and ignite their reflexive awareness and needs of flexibility and autonomy. Flexible practice originally designed for Generation Z delivers a cross-generational spillover effect， revealing the fact that certain needs are commonly shared by employees from all walks of life. Drawn on the findings， managerial implications and suggestions for future research are thus discussed. <br> Tue, 20 Oct 2026 06:23:28 GMT https://ir.lib.ncu.edu.tw/handle/987654321/109761 title: 融入才能推薦！在台韓資企業台籍員工知覺跨文化溝通能力對員工推薦意願之影響—以組織認同為中介、工作滿意度為調節變項;融入才能推薦！在台韓資企業台籍員工知覺跨文化溝通能力對員工推薦意願之影響—以組織認同為中介、工作滿意度為調節變項 abstract: 本研究探討在台韓資企業台籍員工知覺跨文化溝通能力、組織認同、員工推薦意願與工作滿意度之關聯性，進一步檢驗組織認同在知覺跨文化溝通能力與員工推薦意願之間是否具有中介效果，以及工作滿意度是否會調節組織認同與員工推薦意願之間的關係。本研究將知覺跨文化溝通能力區分為語言能力、文化理解力、文化敏感度與文化適應力四個構面，並以在台韓資企業之台籍員工為研究對象，進行後續分 析。 本研究採問卷調查法，共回收200份有效樣本。研究結果發現：(1) 知覺跨文化溝通能力及其四個構面，包含語言能力、文化理解力、文化敏感度與文化適應力，皆會對組織認同產生直接且顯著的正向影響。(2) 組織認同會對員工推薦意願產生直接且顯著的正向影響。(3) 組織認同在知覺跨文化溝通能力與員工推薦意願之間具有中介效果；進一步分析各構面後發現，文化理解力會透過組織認同對員工推薦意 願產生完全中介效果，文化敏感度與文化適應力則會透過組織認同對員工推薦意願產生部分中介效果，惟語言能力透過組織認同影響員工推薦意願之中介效果未達顯著。(4) 工作滿意度雖會對員工推薦意願產生直接影響，但其在組織認同與員工推薦意願之間的調節效果未獲支持。 關鍵字：知覺跨文化溝通能力、組織認同、員工推薦意願、工作滿意度、韓資企業、台籍員工;This study examines the relationships among perceived intercultural communication competence (ICC)， organizational identification， employee referral intention， and job satisfaction among Taiwanese employees working in Korean-invested enterprises in Taiwan. The study further investigates whether organizational identification mediates the relationship between perceived ICC and employee referral intention， and whether job satisfaction moderates the relationship between organizational identification and employee referral intention. Perceived ICC is conceptualized as comprising four dimensions: language ability， cultural understanding， cultural sensitivity， and cultural adaptability. Data were collected from Taiwanese employees in Korean-invested enterprises in Taiwan. 　　Using a survey-based research design， a total of 200 valid responses were collected. The findings are as follows: (1) Perceived ICC and its four dimensions — language ability， cultural understanding， cultural sensitivity， and cultural adaptability — each exert a significant and positive direct effect on organizational identification. (2) Organizational identification exerts a significant and positive direct effect on employee referral intention. (3) Organizational identification mediates the relationship between perceived ICC and employee referral intention. Further analysis of individual dimensions reveals that cultural understanding exerts a fully mediated effect on employee referral intention through organizational identification， while cultural sensitivity and cultural adaptability exert partially mediated effects; however， the mediating effect of language ability through organizational identification does not reach statistical significance. (4) Although job satisfaction exerts a significant direct effect on employee referral intention， its moderating effect on the relationship between organizational identification and employee referral intention is not supported. Keywords: perceived intercultural communication competence， organizational identification， employee referral intention， job satisfaction， Korean-invested enterprises， Taiwanese employees <br> Tue, 20 Oct 2026 06:23:06 GMT