從自我決定理論探討影響職場幸福感之因素與效果

Abstract

本研究以自我決定理論（Self-Determination Theory, SDT）為核心框架，探討員工在工作中如何透過滿足自主性、勝任感與關係連結等基本心理需求，進而促進其長期幸福感（Eudaimonic Well-being& Flourishing, EWF），以及EWF對工作績效與心理契約履行的影響。 過去職場幸福感研究多著重於福利制度與組織文化的外在因素，而本研究從員工心理實踐角度切入，主張幸福感不僅僅是短暫的快樂，而更關乎個體在工作中獲得的意義、自我實現與持續成長。理論上，本研究以Deci與Ryan（1985, 2000）的SDT為基礎，並結合正向心理學與心理資本理論（Luthans et al., 2007），探討工作滿足感、自我效能、員工賦能、主管－下屬關係及職場友誼等變數，如何構成員工內在幸福感的多重面向。透過文獻回顧與實證調查（採用便利與雪球抽樣，共回收585份問卷，最終445份有效樣本），利用偏最小平方法（PLS-SEM）檢驗測量模型及結構模型，結果支持所有七項假說，顯示各變項均對EWF有顯著正向影響，且EWF在提升工作績效和心理契約履行上發揮中介作用。 數據顯示，自我效能與員工賦能的效應尤為突出，說明當員工感受到充分的自主權和資源支持時，他們更易體現個人潛能與成長。此研究不僅驗證了SDT在職場中的適用性，也豐富了幸福感的理論內涵，並對企業如何建立滿足員工內在需求的管理策略提供了實證參考。 未來研究可擴大樣本範圍、採用縱向設計，並考慮外部環境變項，以進一步驗證並拓展本研究模型。

Many organizations champion “happy workplace” initiatives to boost morale and productivity, yet the mechanisms linking deeper employee well‐being to performance outcomes remain underexplored. Although the “happy–productive worker” thesis is widely cited, most research has focused on short‐term or hedonic measures. This study examines eudaimonic well‐being—happiness derived from meaningful work and personal growth—using Self-Determination Theory (SDT) as its core framework. A comprehensive model was developed that integrates job satisfaction, workplace friendships, psychological contract, self‐efficacy, and employee empowerment as antecedents of eudaimonic well‐being and flourishing (EWF), and seven hypotheses were proposed positing that higher EWF improves work performance and psychological contract fulfillment.Data were collected via an online survey of full-time Taiwanese employees in online health communities. Using convenience and snowball sampling, 585 responses were gathered, with 445 valid questionnaires retained after screening. Partial least squares structural equation modeling (PLS-SEM) was used to test the model. Respondents were predominantly mid-career (aged 31–50) from diverse industries.All hypothesized paths were statistically significant (p< 0.001). The findings indicate that job satisfaction, self‐efficacy, employee empowerment, positive supervisor–subordinate relationships, and workplace friendships each significantly enhance EWF—especially employee empowerment and self‐efficacy. Elevated EWF, in turn, is associated with higher work performance and better psychological contract fulfillment, with EWF mediating these relationships. The study extends SDT by demonstrating that satisfying autonomy, competence, and relatedness needs significantly improves employee well‐being and performance. Practically, it suggests that organizations can foster high performance not merely through material perks but by nurturing meaningful work experiences, supportive social relationships, and a culture that fulfills intrinsic needs.