本研究旨在探討遠距工作之頻率對於員工敬業度的影響，並以工作滿意度（外在滿意度、內在滿意度）作為中介效果。遠距工作的頻率對於員工敬業度有正向的影響，當員工每週遠距工作的頻率越高時，員工對於其工作投入的程度會越高。而遠距工作的頻率對工作滿意度也有正向的影響，當員工每週遠距工作的頻率越高時，員工對於他身處的工作環境、與同事與主管之間的關係，以及工作本身，都抱有更高的滿意度。本研究將工作滿意度區分為外在滿意度與內在滿意度，並試圖探討兩者分別在員工遠距工作之頻率至員工敬業度之間所產生的中介效果。 在管理實務上，為因應現今世代的工作者需求，本研究建議企業應改變過去將遠距工作模式視為是「福利」的作法，將遠距工作模式納入常態性的工作型態，例如可嘗試實施「混合辦公模式」，遠距與實體工作模式並行的型態，並制定相對應的措施與配備所需要軟硬體設備。許多企業在嘗試實施遠距工作模式時，遭遇了許多的挫折，皆是因為前期的準備不夠完善：不論是主管的心理建設，亦或是員工配備的公務用設備。 ;The purpose of this study is to investigate the impact of the frequency of remote work on employee engagement, with job satisfaction (external satisfaction and internal satisfaction) as the mediator. The frequency of remote work has a positive effect on employee engagement. When employees engage in remote work more frequently per week, they tend to be more committed to their work. Additionally, the frequency of remote work has a positive impact on job satisfaction. As employees engage in remote work more frequently per week, they tend to have higher levels of satisfaction with their work environment, relationships with colleagues and supervisors, and the work itself. This study distinguishes job satisfaction into external satisfaction and internal satisfaction, and attempts to explore the mediating effects of each on the relationship between the frequency of remote work and employee engagement.
In terms of management practice, in response to the needs of today′s workforce, this study suggests that companies should change the past approach of viewing remote work as a "benefit" for employees. Instead, companies should incorporate remote work into the normal work model, such as implementing a "hybrid working model" where remote and on-site work coexist, and developing corresponding measures and equipment needs. Many companies have encountered difficulties in implementing remote work, largely due to inadequate preparation in areas such as psychological preparation for managers or equipping employees with the necessary hardware and software.
