探討公部門員工在工作價值觀、敬業度以及留任意願之關聯性

Abstract

本研究旨在探討公部門員工之工作價值觀、敬業度與留任意願三者之間的關聯性，期以釐清影響員工持續服務意圖之關鍵心理因素，作為公共組織人力資源管理優化之實證依據。研究對象為農業部體系內正式編制之公務人員，採用立意取樣方式共蒐集有效樣本241份，並透過結構化問卷調查進行資料蒐集。研究變項包含工作價值觀（區分內在與外在向度）、敬業度與留任意願，量表皆參考既有文獻修訂並經專家效度審查確認。資料分析採用描述性統計、皮爾森積差相關分析、階層迴歸分析及Sobel檢定，進行假設驗證與模型建構。研究結果顯示：（一）工作價值觀與留任意願之間具有顯著正向關係，尤以內在價值觀影響力較強；（二）工作價值觀可有效預測員工之敬業程度，價值認同感有助於提升心理投入；（三）敬業度與留任意願亦呈現正向顯著關聯；（四）敬業度在工作價值觀與留任意願之間具部分中介效果，顯示員工之價值觀將透過敬業程度影響其留任傾向。研究結果指出，若能強化公部門員工內在價值觀之實踐機會，並提升其對職務意義的感知與組織認同，將有助於提高其敬業程度與留任意圖。This study aims to explore the relationships among work values, work engagement, and retention intention among employees in the public sector. The purpose is to identify key psychological factors that influence employees' intention to remain in service and to provide empirical insights for optimizing human resource management in public organizations. The research targeted formally appointed civil servants within the organizational system of the Ministry of Agriculture in Taiwan. A purposive sampling method was employed, resulting in 241 valid responses collected through a structured questionnaire. The research variables included work values (divided into two types; intrinsic values and extrinsic values), work engagement, and retention intention. All the measurement scales adopted in this study were adapted from established literature and reviewed by experts to ensure content validity. Data were analyzed using descriptive statistics, Pearson’s correlation analysis, hierarchical regression analysis, and Sobel tests to verify hypotheses and construct the research model. The results revealed: (1) work values are positively correlated with retention intention, with intrinsic values showing a stronger predictive power; (2) work values significantly predict the level of employee engagement, indicating that value alignment enhances psychological involvement; (3) work engagement has a significant positive effect on retention intention; and (4) work engagement plays a partial mediating role between work values and retention intention, suggesting that employees’ values influence their willingness to stay through their degree of engagement. The findings indicate that strengthening opportunities for the fulfillment of intrinsic work values and enhancing employees’ perception of job meaningfulness and organizational identification can effectively increase their engagement and intention to remain in the organization.