組織變革不確定感對組織承諾影響之研究：以職業倦怠為中介變項

Abstract

本研究探討人力資源人員組織變革不確定感對組織承諾之影響，並將職業倦怠作為中介變項，研究對象為現職人力資源人員，運用線上問卷調查法，參考過去學者所提出之量表彙整後發展成問卷運用電子郵件、Line、Facebook、Instagram 及 LinkedIn 等管道發送給受試者蒐集實證資料、進行分析及解釋，共回收 168 份，實際有效問卷 142 份，後續使用 SPSS 進行資料分析並說明研究結果：（1）人力資源人員的組織變革不確定感對職業倦怠有正向影響；（2）職業倦怠對人力資源人員的組織承諾有負向的影響；（3）組織變革不確定感對人力資源人員組織承諾有負向的影響；（4）在人力資源人員的組織變革不確定感和組織承諾之間，職業倦怠具中介效果。此外，本研究針對不同年齡層及職位階級的人力資源人員提出管理建議。對於未滿 30 歲和 30-39 歲的人力資源人員，由於組織承諾較低，企業應加強目標和願景的傳達，並讓他們參與決策，以增強歸屬感。對於非主管職的人力資源人員，他們的職業倦怠較高且組織承諾較低，企業應提供專業技能培訓和職業發展機會，增加工作自主性和決策權，以減少倦怠並提升組織承諾。這些研究結果將有助於企業雇主、管理階層及人力資源主管在實務運作中的參考，進一步提升人力資源人員的組織承諾。

This study aims to explore the impact of uncertainty towards organizational change on organizational commitment among human resources （HR） personnel, with job burnout as a mediator. The participants of the study are currently employed HR personnel. An online questionnaire was created by incorporating scales proposed by previous scholars and was distributed via email, Line, Facebook, Instagram, and LinkedIn to gather empirical data for analysis. A total of 168 responses were received, with 142 valid responses. Subsequently, data analysis was conducted using SPSS to explain the study results: （1） Uncertainty towards organizational change has a positive impact on job burnout among HR personnel; （2） Job burnout has a negative impact on HR personnel’s organizational commitment; （3） Uncertainty towards organizational change has a negative impact on HR personnel’s organizational commitment; （4） Job burnout mediates the relationship between uncertainty towards organizational change and organizational commitment among HR personnel. Additionally, the study provides management recommendations for HR personnel across different age groups and job positions. For HR personnel under the age of 30 and those aged 30-39, due to lower organizational commitment, companies should focus on improving the communication of goals and vision while involving them in decision-making processes to enhance their sense of belonging. In the case of non-supervisory HR personnel, who exhibit higher job burnout and lower organizational commitment, companies should offer professional skills training and career development opportunities, increasing job autonomy and decision-making power to reduce burnout and enhance organizational commitment. These findings offer valuable insights and actionable recommendations for employers, management, future researchers, and HR executives, further enhancing the organizational commitment of HR personnel in practical operations.