醫院員工對於酬償期待性與組織承諾相關性之研究──以中部某區域教學醫院為例

A Study on the Relationship between Expectancy of Employees’ Rewards and Organizational Commitments in a Regional Teaching Hospital

目的：在專業照護人力不可取代的特性下，人力資源已是醫療機構經營最大資產。有鑑於此，本研究主要探討醫院員工對於績效考核制度客觀性、績效反映酬償程度及酬償滿足需求程度與員工對於組織承諾之影響。方法：在年度績效考核完畢後，以結構式匿名問卷調查中部某區域教學醫院所有500名員工，回收之有效問卷共391份。結果：樣本醫院員工的年齡、績效反映酬償程度、酬償符合需求程度與其對於組織承諾高低有顯著相關，換言之，若員工年齡越大（OR=1.100）、認為自身績效反映酬償程度越高（OR=1.807）者、及認為酬償符合自己需求程度越高（OR=14.385）之員工，對於組織承諾越高。另外，樣本醫院員工對於院方所提供酬償中，需求程度最高者為「工作氣氛」（83.4％），而需求程度最低的酬償為「薪資獎金」（49.6％），顯示員工認為符合其需求程度高的並非滿足基本層次需求（薪資獎金）或是有形的酬償；而滿足相互關係需要、或個人成長發展需求的酬償方式，才是員工真正認為符合其需求的酬償。結論：建議樣本醫院應充分了解員工對於各項酬償符合需求的程度，適當的調整給予員工的報酬政策、方式...等，以提升員工的需求程度，進而增強組織承諾。

Purposes: With the irreplaceable feature, human resources are the most valuable assets of medical organizations. Therefore, this study aims to investigate the impacts of fairness of performance evaluation system, the degree of performance reflecting upon rewards, and the types of rewards meeting personal needs, on organizational commitments of employees. Methods: After the annual performance evaluation activities, two forms of structured questionnaires were conducted in all 500 employees of a regional teaching hospital in the middle of Taiwan. 391 valid questionnaires were collected for further analysis. Results: Age of employees (OR=1.100), the degree of performance reflecting on rewards (OR=1.807), and the sum of different types of rewards meeting personal needs (OR=14.385), were significantly correlated with employees’ higher organizational commitments. Additionally, employees ranked 'working atmosphere'(83.4%) as the highest rewards to meet their needs, while 'salary and bonus'(49.6%) as the lowest rewards. This phenomenon implied that people working in this medical institution demanded high-ordered needs, instead of low-ordered needs for rewards. Conclusions: Study results suggest that the hospital administration should re-exam the rewarding policy after understanding the effects of different types of rewards meeting employees’ needs for enhancing their organizational commitments.