在知識經濟的時代，知識型員工已成為企業重要的人力資本。隨著員工多樣性的迅速變化，全球的工作性質、工作分配和工作完成方式的變化，組織因應市場變化所賦予員工的職責或任務，將需要有更高的賦權與工作彈性，以確保員工敬業度。透過賦權使知識型員工從組織獲得必要的資源，員工在工作上得以獲得更高的自主性和掌控權，並提升其心理動機來達成工作任務。賦權亦與積極的組織成果有關，包括員工敬業度、減輕工作壓力及工作倦怠。為顧及不同員工的需求，組織提供愈來愈多彈性管理措施。彈性的工作安排亦使成員愈能發展出自我效能，以達成組織的共同目標。

本研究採問卷調查法，以便利抽樣方式，研究對象為組織核心價值或文化具「結構賦權」概念，且在其中從事知識型工作的員工，回收有效問卷共394份。本研究經由統計分析後發現：(1) 結構賦權對員工敬業度具顯著正向影響；(2) 結構賦權對工作彈性具顯著正向影響；(3) 工作彈性對員工敬業度具顯著正向影響；(4) 工作彈性會部分中介結構賦權對員工敬業度的影響。實務建議上，針對知識型員工的心理需求特徵，實現其較強的自我實現及職能發展動機，員工將依其對組織的心理感知，產生積極行為的回應。而工作資源帶來的自主權和社會支持將引發激勵，將促進更高水平的員工敬業度。綜上所述為本研究結論及管理實務上的建議。

In the era of knowledge economy, knowledge workers have become important human capital of enterprises. With the rapid changes in the diversity of employees, work assignments and work completion methods around the world, the organizations will need to have higher empowerment and work flexibility to ensure employee engagement in response to market changes in the employee's duties. Through empowerment to enable knowledge workers to obtain necessary resources from the organization, employees can gain greater autonomy and control in their work, and enhance their psychological motivation to accomplish the tasks. Structural empowerment is also related to positive organizational outcomes, including employee engagement, reduction of work pressure, and job burnout. In order to take into account the needs of different employees, the organization provides more and more flexible management measures. Flexible work arrangements also enable members to develop self-efficacy in order to achieve the common goals of the organization.

In this study, the research object is the organizational core value or the culture has the concept of "structural empowerment", and the employees engaged in knowledge-based work. By means of convenience sampling, a total of 394 valid questionnaires were collected. Through descriptive statistical analysis, reliability analysis, confirmatory factor analysis, correlation analysis and regression analysis, the main conclusions of this research are summarized as the following: (1) Structural empowerment has a significant positive impact on employee engagement; (2) Structural empowerment has a significant positive impact on work flexibility; (3) Work flexibility has a significant positive impact on employee engagement; (4) Work Flexibility will partly impact the empowerment of intermediary structures on employee engagement. In terms of practice, aiming at the psychological needs of knowledge works and realizing their strong motivation for self-realization and functional development, the autonomy and social support brought by work resources will trigger incentives and will promote a higher level of employee engagement. In summary, the above are the conclusions of this research and recommendations on management practices.

第一章 緒論．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．1
第一節 研究背景與動機．．．．．．．．．．．．．．．．．．．．．．．．．．1
第二節 研究目的．．．．．．．．．．．．．．．．．．．．．．．．．．．．．3
第二章 文獻回顧．．．．．．．．．．．．．．．．．．．．．．．．．．．．．4
第一節 結構賦權．．．．．．．．．．．．．．．．．．．．．．．．．．．．．4
第二節 員工敬業度．．．．．．．．．．．．．．．．．．．．．．．．．．．．9
第三節 工作彈性．．．．．．．．．．．．．．．．．．．．．．．．．．．．．16
第四節 結構賦權、員工敬業度與工作彈性之相關性．．．．．．．．．．．．．．22
第三章 研究方法．．．．．．．．．．．．．．．．．．．．．．．．．．．．．28
第一節 研究架構．．．．．．．．．．．．．．．．．．．．．．．．．．．．．26
第二節 研究假設．．．．．．．．．．．．．．．．．．．．．．．．．．．．．26
第三節 研究對象．．．．．．．．．．．．．．．．．．．．．．．．．．．．．27
第四節 研究工具．．．．．．．．．．．．．．．．．．．．．．．．．．．．．29
第四節 研究分析與結果．．．．．．．．．．．．．．．．．．．．．．．．．．43
第一節 敘述性統計分析．．．．．．．．．．．．．．．．．．．．．．．．．．43
第二節 相關分析．．．．．．．．．．．．．．．．．．．．．．．．．．．．．45
第三節 迴歸分析．．．．．．．．．．．．．．．．．．．．．．．．．．．．．48
第四節 假設驗證分析．．．．．．．．．．．．．．．．．．．．．．．．．．．63
第五節 結論與建議．．．．．．．．．．．．．．．．．．．．．．．．．．．．65
第一節 研究結論．．．．．．．．．．．．．．．．．．．．．．．．．．．．．65
第二節 研究建議．．．．．．．．．．．．．．．．．．．．．．．．．．．．．67
參考文獻．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．70
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