組織健康文化認知如何影響工作投入？員工體驗與幸福感的角色探討

How Does Perceived Organizational Health Culture Influence Work Engagement? Exploring the Roles of Employee Experience and Well-Being

隨著健康職場理念日益受到重視，組織管理已從制度配置延伸至文化建構。過往研究多聚焦於制度面與政策介入，對於員工如何感知組織健康文化並轉化為心理福祉與投入動機之歷程，尚缺乏系統性探討。本研究建構以組織健康文化認知為自變項、員工體驗與幸福感為中介變項、工作投入為依變項的雙中介模型，探討其心理轉化機制。
研究結果顯示，組織健康文化認知對員工體驗、員工幸福感與工作投入皆具顯著正向影響；員工體驗與員工幸福感對工作投入亦具顯著正向影響。中介效果分析驗證，員工體驗與員工幸福感具有顯著中介作用。
本研究發現一特殊現象：當員工體驗與幸福感納入模型後，組織健康文化認知對工作投入的直接效果出現方向性反轉，從正向轉為負向顯著影響。此方向反轉效應揭示員工體驗與幸福感不僅具傳遞功能，更具轉化功能。當員工在高品質體驗與幸福感支撐下，健康意識覺醒，將主動評估投入程度以維持生活品質，重新定義適度投入之內涵，追求自我實現與生活整合。
研究結果說明，員工對組織健康文化的主觀感知與認同、健康價值觀與組織健康文化間的價值契合度，皆會影響投入行為。在理論上，本研究深化了心理轉化機制的了解，揭示員工主體性的作用。在實務上，管理者應將適度投入理解為員工自我調節的展現，實施以員工為主體的組織健康文化。

As workplace health concepts gain prominence, organizational management has evolved from institutional allocation to cultural construction. Previous research predominantly focused on institutional frameworks, lacking systematic investigation into how employees perceive organizational health culture and translate such perceptions into psychological well-being and engagement. This study constructs a dual mediation model examining how perceived organizational health culture influences work engagement through employee experience and well-being.
Results indicate that perceived organizational health culture positively affects employee experience, well-being, and work engagement. Employee experience and well-being significantly mediate this relationship. Notably, when these mediators are included, the direct effect exhibits direction reversal, shifting from positive to negative. This phenomenon demonstrates that employee experience and well-being possess both transmission and transformation functions. With high-quality experiences and well-being, employees' health consciousness awakens, prompting an active evaluation of engagement levels to maintain quality of life and pursue work-life balance.
Theoretically, this study deepens the understanding of psychological transformation mechanisms and reveals the critical role of employee agency. Practically, the findings suggest that managers should interpret moderate engagement as a measure of self-regulation capacity and construct people-centered cultural practice models.