隨著台灣企業國際化程度的加深，派外人員的管理已成為國際人力資源管理的重要課題。而與派外相關的主題如：派外人員的遴選標準，派外前訓練課程的設計等，國內外已有諸多研究。因此本研究擬從返任時面對環境轉換所須調整幅度的角度探討我國企業派外人員返國留職意願之關係，期能達成以下研究目的。1.探討影響派外人員返任前心理預期之調整與返任後實際認知之調整的因素。2.了解派外人員返任前心理預期之調整與返任後實際認知之調整對其返任後留職意願之影響如何3.根據1.2.之研究發現建議組織應採何種政策措施以減輕派外人員返國調適上的困擾及問題，以提高返任後之留職意願。

任職於學校之事務組長係總務工作者，也是提供教學順利進行的幕後重要人物。研究者發現事務組長出缺頻繁且流動情況嚴重，希望藉由本研究瞭解臺北市所屬學校之事務組長，對工作之承諾情形及影響留任與否的原因。 本研究採質性研究方法，透過訪談取得14位受訪對象之實務經驗及感受，由工作動機、工作承諾、工作滿足及工作實務上所面臨之壓力，以及在組織支持、主管的領導風格、個人屬性面向，探討事務組長的留任意願。 本研究經由資料分析，對於事務組長的留任意願，獲致以下結論：願意專業留任者，對事務工作深具工作內在動機，對工作願意投入、對工作滿足多為正向態度，也形成對專業承諾與專業留任意願，但未必具組織承諾及組織留任意願，主要原因為學校公務員升遷管道受到侷限。不願專業留任者也不願意組織留任者，主要工作難題為專業知能不足、工作量負荷重、招標採購業務及工友領導等，致使感受工作壓力大，造成事務組長不具專業及組織承諾以及留任意願。總務主任所扮演的領導者角色，其效能對於事務組長的留任意願，具重要的影響力。 本研究提出如下建議，供教育機構、學校、事務組長與後續研究者參酌： 一、對教育行政單位的建議：研習訓練應做有系統的規劃、提升職等及升遷管道之暢通、建立專業平台及交流群組、聯合包發中心能發揮實質助益，分憂解勞。 二、對學校的建議：建立良善領導風範，總務主任能扮演「支持」、「支援」、「支柱」的主管角色；工作內容做適當的分配及調度，以提升工作滿足，強化留任意願。 三、對事務組長的建議：隨時掌握最新工作內涵、妥善規劃工作期程，有效時間管理、建立人際支持、學習管理技能有效領導工友，是事務組長的課題。 四、對後續研究的建議：可兼採量化方法或針對不同縣市之事務組長建立研究結果。亦可就其他組別做研究或以學校規模、組織效能及公務員生涯規畫等方面進行研究。

Background- During recent decades, more and more employers of Taiwan especially electronic industry utilise the system of job responsibility to apparently cause working hours of Taiwan has been longer than other developed and developing countries in the world. Thus, more and more employees are aware of they are working in the environment where is surrounding by high pressure. Purpose- This study aims to explore the relation among job pressure, burnout, retention intention, and motivation in electronic industry of Taiwan. Especially, it will focus on seeing whether the motivation can moderate the negative impacts of job pressure and burnout as a feasible solution. Research Design- This research is going to send the questionnaires through Google Forms to all current full-time employees in an Electronic Industries company of Taiwan, Winmate Inc. This research had received over than 500 valid questionnaires. All collected data were analysed by using SPSS22 (Statistical Package for the Social Sciences) to find out the relation among the variables mentioned in this study. Conclusion- Job pressure and burnout both have significant negative consequences causing employees’ low retention intention. However, the employees’ retention intention can be encouraged by motivation practice that is crucial to reach the high level of organisations’ competitiveness. Thus, organisations should continuously revisit, reflect, and improve their existing policies and practices to develop a more brilliant work environment for employees as a long-term goal of retaining.

國防部「精進案」政策執行後對國軍醫院醫療人員任職進用的影響甚大，其中以組織成員對進用管理、工作滿意及留職意願為主要關鍵，然而很少有研究者探討國軍醫院中進用管理與醫療人員工作滿意及留職意願間之關聯性。本研究之目的及在探討國軍醫學中心在「精進案」組織變革後，將醫療人員的進用管理、工作滿意及留職意願間之關聯性，透過問卷統計分析方式，歸納出以下的結論： 一、「精進案」政策執行後，國軍醫學中心醫療人員還是可以接受單位進用管理方式，並維持高度的工作滿意度，進而更有意願繼續留在國軍醫學中心服務。 二、年紀較長、高教育程度、擔任主管職位、服務在主要科別、服務年資年資及總年資較長的國軍醫療人員，其對進用管理認可程度較高。 三、男性、年紀較長、高教育程度、擔任主管職位、服務在主要科別、服務年資及總年資較長的國軍醫療人員，其對工作滿意程度較高。 四、已婚者、高教育程度、擔任主管職位、服務年資較長的國軍醫療人員，其對留職意願傾向較高。 五、提昇國軍醫療人員對進用管理的認可程度，可使人員加強人際合作關係，並將工作環境結合為個人生活的一部份，內化為自我實現的積極態度，進而提高工作滿意的程度。 六、「精進案」政策執行後，國軍醫學中心醫療人員對於單位進用管理方式認同程度越高者，其對自我的人際合作、融入工作環境、自我實現的追求及留職意願等方面認同程度也越高。 根據上述研究結果，筆者針對任職進用管理實務，提出以下建議﹕ 一、建立明確的目標與願景，並讓醫療人員清楚瞭解。 二、修訂國軍軍醫經管規定，整合人力資源與教育管理體系及單位。 三、提昇人員對人事政策的參與度。 四、妥善運用多元化獎勵與福利措施。 五、調整獎助金分配，實施一定比例的「變動獎助金」。 六、提昇醫療人員自我形象與專業素養。 七、建立學習型組織與氣氛，持續醫療人員職涯輔導。 / After the Armed Forces Streamlining Program, heavily depends on military medical officers which recommends for recruitment and employment, organizes the member to recommend for employment the management, satisfaction and remain on jobs rate as well. However, only little research had conducted to study the linkage of promotion program between people satisfaction and remain on job rate for the people who works at the military medical hospitals. The objective of this research focused on the promotion program, people satisfaction and remain on job rate after the process of the organization transformation through questionnaire and analysis. The results were summarized as follows: 1.The promotion and management program were accepted and maintain high satisfaction rate by the employee of the Armed Forces Medicical Center after the Armed Forces Streamlining Program, the employee have higher willing to remain their job at Armed Forces Medicical Center. 2.The new promotion program was more acceptable for the elder, high educated, manager level, people who worked for major departments and senior staff. 3.Male, elder, high educated, manager level, people who worked for major departments and senior staff were more satisfied for their job. 4.Married, high educated, manager level, senior staff were more like to remain at Armed Forces Medicical Center. 5.Employee more satisfied their jobs and work as a team, due to increase the acceptance of the promotion program, through enhance employee's relationship, integrates work and daily life and with enthusiasm for self-accomplishment. 6.After the Armed Forces Streamlining Program, got very positive results in promotion program acceptance, relationship build-up, integrates work and daily life, self-accomplish and remain on job. According to the above study results, some suggestions were proposed as below for the promotion program execution: 1.Establish clear mission and vision, let the employee who worked for Armed Forces Medicical Center fully understand. 2.Revise the management guidance for military medical doctors, harmonize HR (human resource), education manage system and related departments. 3.Enhance the participation of HR policy. 4.Properly using multiple reward and bonus programs. 5.Revise the bonus payment scheme, perform a fixed ratio of “flexible bonus”. 6.Improve the professional image and self-accomplishment of employee. 7.Build up the learning style organization and team spirit. Continue the career development program for employee.