新進人員組織社會化與工作投入關聯之研究-以自我效能為中介變項

Abstract

近年來人才市場呈高度競爭趨勢下，如何發展與留任新進人員成為企業當務之急，對於新進人員而言，需透過適應組織文化，以因應新的工作型態，稱之為組織社會化，對於企業而言，經由設計完善的入職歷程幫助新進人員熟悉及適應組織，可使新進員工融入組織且具有生產力，而過往研究亦發現組織社會化對於工作績效與工作滿足能夠產生正向影響。本研究主旨為探究組織社會化對於工作投入之影響，以及員工的自我效能是否扮演中介角色，採用問卷調查法，以便利抽樣方式進行現職新進員工之資料蒐集，共回收296份有效樣本，經統計分析發現，組織社會化對於工作投入、自我效能存在正向影響，自我效能亦正向影響工作投入，以及在組織社會化和工作投入的關係中，自我效能扮演中介的角色，而依據研究結果進一步統整管理意涵為企業在培訓和支持新進人員措施中，設計制式化且一致性的入職流程，並增添可以促發員工提升自我效能措施方案，與提供職場友善家庭資源支持，促進員工達到投入工作的效益，擴充企業人才庫，高度投入的員工不僅對組織和工作感到滿意，更能夠促進組織的長期發展，為企業創造更高的產值。A well-designed onboarding process is crucial for companies to ensure the successful integration and productivity of new employees in today's highly competitive talent market. Organizational socialization plays a vital role in this process, influencing individuals, groups, and organizations (Saks & Gruman, 2014). Despite the growing interest in work engagement in management research, there is a lack of emphasis on newcomers' work engagement in the context of socialization. This study aims to investigate the dynamics of newcomers' work engagement during their initial year in an organization, focusing on the role of organizational socialization in fostering and maintaining high levels of work engagement among newcomers.Based on the findings, it is recommended that companies implement a standardized and consistent onboarding process for training and supporting new employees. Additionally, measures to enhance employees' self-efficacy and provide family-friendly resources in the workplace should be constructed. These stragies will enhance work engagement and contribute to long-term organizational development, ultimately creating higher value for the company.