有感於近幾年企業工時長議題備受關切，企業員工的家庭生活可能受到影響，而工作與家庭平衡的需求也漸為員工所看重，甚至已受到國際經貿組織（OECD）的高度重視。在國內企業裡也漸漸開始思考及建立起自己的維持職涯與生活平衡的正式或非正式的資源體系，期能藉此為企業留任人才。 但要維持職場與家庭的平衡並非單限於個人層面，組織層面的資源也是相當重要的支持力量。本研究聚焦在組織非正式的資源層面，探討主管對於工作家庭平衡氣候的支持與員工組織承諾的關聯性；此外，更進一步探討家庭工作衝突是否會影響主管支持工作家庭平衡氣候與員工組織承諾的關聯性。有鑑於此，本研究針對台灣上市櫃公司的員工為研究對象，共施測了1166位受訪者，回收有效樣本為918份，研究結果發現:1.「主管支持工作家庭平衡氣候」對「員工組織承諾」有正向影響力；表示受訪員工認 為當主管提供較高的工作家庭平衡支持感受時，員工對於組織的忠誠度愈高。 2.「家庭工作衝突」對「員工組織承諾」有負向影響力；表示受訪員工認為當其面臨家 庭與工作衝突狀況愈多時，員工較容易產生離職念頭而對組織忠誠度愈低。 3.「主管支持工作家庭平衡氣候」對「家庭工作衝突」具有負向影響力；表示受訪員工 認為當主管提供較高的工作家庭平衡支持感受時，將減緩員工家庭工作的衝突程度。 4.「家庭工作衝突」對「主管支持工作家庭平衡氣候」與「員工組織承諾」之影響具有 完全中介效果。表示主管支持工作家庭平衡氣候需要透過降低家庭工作衝突才能影 響到員工的組織承諾度。以上研究結果謹提供國內企業，以為實施相關管理政策與措施時參考。 Within these years, the long working hours has been intensively concerned as it might affect employees’ family life, and employees have also focused more on the needs of the balance between work and life. Even Organization for Economic Co-operatoin and Development, OECD, also pays high attention to this subject. Local firms have also stated to reconsider and establish their own formal or informal resources system on career-life balance with the hope to retain talent manpower for their companies. However, to maintain the balance between career and family is not just limited to the individual level supportive resources provided by the organization also play a critical role. The study emphasized the informal resources of the organization to probe into the relationship between managerial support work-life balance climate and employee organizational commitment. Moreover, it further discussed whether or not family-work conflict will impact the relationship between managerial support work-life balance climate and employee organizational commitment. Based on this, the study aimed at employees of Taiwan listed companies as research objects. 1,166 participants were investigated, and 918 copies collected were effective. The findings of the study suggested: 1.“Managerial support work-life balance Climate " vs "Employee organizational commitment" showed positive influence. It indicated that participants believe when their supervisors provide higher support of work-family balance, they show higher loyalty to the organization in return. 2. "Family-work conflict" vs "Employee organizational commitment" indicated negative influence. It meant that participants consider when facing more family-work conflicts, their intention to resign gets stronger and they lower their loyalty to the organizations. 3." Managerial support work-life balance Climate," vs "Family-work conflict" showed negative influence. It referred that participants think when their supervisors offer more work-family balance support, it will lower their family-work conflict level. 4."Family-work conflict" fully acted as a mediator on the influence of"Managerial support work-family balance climate" vs "Employee’s organizational commitment" It referred that through reducing family-work conflict level, managerial support work-family balance climate can generate influences on the degrees of employees’ commitment to the organizations. Findings above are references to local corporates only for planning and executing relevant managerial strategies and approaches.
