企業經營需靠優秀的人才以對企業創造更高的附加價值及提升競爭力；然而，並非有優秀的員工便能產出好的工作績效，管理者必須善加激勵員工，提高員工的工作滿意度，才能促使這寶貴的人力資產發揮其最大效能，達成組織目標。 影響員工在工作上得到滿足感的因素很多，但由於不同的工作具有不同的工作特性、且每個工作者個別的人格特質有所差異，加上每個企業有其獨特的組織文化，分別會導致工作者對工作的滿足程度有所不同。因此，本研究以內外控人格特質、工作特性與組織文化為研究變項，探討此三個變項的交互作用是否會影響員工的工作滿足。其中以激勵潛能分數（MPS）作為整體工作特性之指標，以提供企業作為制度設計、人才招募及組織文化建立之參考，以增進員工的工作滿意度，進而提升組織的績效。 研究結果發現如下： 1. 創新型文化與內控人格特質之交互作用，對員工工作滿足無顯著影響。 2. 支持型文化與內控人格特質之交互作用，對員工工作滿足無顯著影響。 3. 官僚型文化與內控人格特質之交互作用，對員工工作滿足有顯著影響。 4. 高激勵工作特性的工作與內控人格特質之交互作用，對員工工作滿足有顯著影響。 5. 高激勵工作特性的工作與創新型文化之交互作用，對員工工作滿足無顯著影響。 6. 高激勵工作特性的工作與支持型文化之交互作用，對員工工作滿足無顯著影響。 7. 高激勵工作特性的工作與官僚型文化之交互作用，對員工工作滿足無顯著影響。 A high performance company greatly depends on the outstanding and talented persons to create the higher value-added and enhance the competitive advantage for the company. However, outstanding staffs do not always imply high performance. For the purpose of urging the talented persons to do their best job and achieve the goal of organization, the managers should try to encourage staffs and improve their job satisfaction.
The purpose of this study is to investigate the relationships among the internal/external locus of control, job characteristics, organizational culture and job satisfaction, and how the internal/external locus of control, job characteristics and organizational culture affect the job satisfaction.
There are following important findings in this study : 1. The relationship between the innovative culture and the internal locus of control has no significant influence on the staff’s job satisfaction. 2. The relationship between the supportive culture and the internal locus of control has no significant influence on the staff’s job satisfaction. 3. The relationship between the bureauratic culture and the internal locus of control has significant influence on the staff’s job satisfaction. 4. The relationship between the high MPS’s job and the internal locus of control has significant influence on the staff’s job satisfaction. 5. The relationship between the high MPS’s job and the innovative culture has no significant influence on the staff’s job satisfaction. 6. The relationship between the high MPS’s job and the supportive culture has no significant influence on the staff’s job satisfaction. 7. The relationship between the high MPS’s job and the bureaucratic culture has no significant influence on the staff’s job satisfaction.
