台灣企業目前以中小型企業為主，而大型企業與中小型企業之共同特點為領導者直接下達命令給其部屬，因此，領導者與其部屬之交換關係顯得更為重要。薪酬以及授權程度為部屬在工作上最能直接感受到的指標；而工作績效為企業在衡量部屬之重要衡量指標。
Scandura & Graen（1984）的實證研究中指出領導者與部屬的交換品質愈佳，對部屬的工作績效愈有顯著的影響。Herzberg（1959）於二因子理論中提出，有了激勵因子可以激發一人的工作績效，亦發現影響工作滿足的重要因素之一即是薪資，而湯雅云（2003）指出授權賦能的認知提升後，會提升工作滿足，進而提升工作績效。
綜合上述，本研究欲探討領導者與部屬間的交換關係、薪酬滿意及授權賦能是否會影響部屬之工作績效。並以薪酬滿意與授權賦能為調節變項，進一步探討透過薪酬滿意與授權賦能的調節是否會在領導者與部屬的交換關係上影響部屬之工作績效。本研究以台灣之一般工作者為調查對象，採便利抽樣與滾雪球方式，共回收250份有效樣本。經由敘述性統計分析、項目分析、信度分析、因素分析、迴歸分析、層級迴歸分析、t檢定及變異數分析來驗證各研究假設，研究結果顯示如下：
1.領導者部屬交換關係對工作者工作績效有顯著正向影響。
2.薪酬滿意對工作者工作績效有顯著正向影響。
3.授權賦能對工作者工作績效有顯著正向影響。
4.薪酬滿意在領導者部屬交換關係對工作者工作績效之影響上有顯著正向調節作用。
5.授權賦能在領導者部屬交換關係對工作者工作績效之影響上有顯著正向調節作用。
6.工作者之部分人口統計變項在領導者部屬交換關係、薪酬滿意、授權賦能及工作績效上有顯著差異。
最後，綜合本研究結果提出討論，並對學術及企業未來提供參考建議。雖然領導者與部屬之交換關係品質確實會影響工作績效，但企業可進一步透過強化薪酬滿意與授權賦能，來提升部屬之工作績效，以達成組織之目標。

Taiwanese companies are currently dominated by small and medium-sized enterprises. The common characteristic of large-scale enterprises and small and medium-sized enterprises is that leaders directly orders to their subordinates. Therefore, the exchange relationship between leaders and their members becomes more important. Salary and empowerment levels are the most directly perceived indicators for members at work; Job performance is an important measure of the company's appraisal of subordinate.
The better the quality of exchange relationship between leaders and members, there would be a better and significant impact on members' job performance (Scandura & Graen,1984). In the two-factor theory, if there is a motivator that will be able to motivate one's job performance. It also finds that one of the important factor affecting job satisfaction is salary (Herzberg, 1959). Empowerment has a significant positive effect on job performance (Seibert, Silver, & Randolph,2004). The cognition to empowerment will increase employees’ job satisfaction, and then improves their job performance(Tang,Ya-YUN,2003).
In view of the above, this study explores whether the leader-member exchange relationship, salary satisfaction and empowerment will affect employees’ job performance of members. And with salary satisfaction and empowerment as moderators, it is further explored whether moderating effect through salary satisfaction and empowerment will affect the employees’ job performance by the leader-member exchange relationship. In this study, workers in Taiwan were selected through snowball sampling and convenience sampling. A total of 250 valid subjects had been collected.  By implementing the descriptive statistics analysis, item analysis, regression analysis, hierarchical regression analysis, t-test and ANOVA to verify each hypothesis. The result of this study can be concluded as the following:
1.There is a significantly positive influence on employees’ job performance by the leader-member exchange relationship.
2.There is a significantly positive influence on employees’ job performance by their salary satisfaction.
3.There is a significantly positive influence on employees’ job performance by empowerment.
4.There is significantly positive moderating effect of salary satisfaction on the influence coming from leader-member exchange relationship on employees’ job performance.
5.There is significantly positive moderating effect of empowerment on the influence coming from leader-member exchange relationship on employees’ job performance.
6.There are partial significant differences on leader-member exchange relationship, salary satisfaction, empowerment and job performance by some employees’ demographic variables.
Although the quality of the exchange relationship between the leader and the subordinate does influence the job performance, the company can further enhance the job performance of subordinates by strengthening salary satisfaction and empowerment to achieve organizational goals.

目錄：
目錄	I
表目錄	III
圖目錄	V
第一章　緒論	1
第一節　研究背景與動機	1
第二節　研究目的與問題	9
第三節　研究流程	10
第二章　文獻探討	12
第一節　領導者部屬交換關係	12
第二節 工作績效	20
第三節　薪酬滿意	27
第四節　授權賦能	33
第五節　各變項間之相互關係與假設	39
第三章　研究方法與設計	45
第一節　研究架構與假設	45
第二節　研究假設	46
第三節　問卷設計	47
第四節　資料分析與方法	54
第四章 研究結果	56
第一節 問卷發放與回收資料分析	56
第二節 項目分析	59
第三節 信度與因素分析	61
第四節 研究假設驗證	72
第五節 不同人口統計變項在各變項之差異分析	81
第六節 假設驗證結果驗證	93
第五章 結論、討論及建議	94
第一節 結論與討論	94
第二節 管理意涵	100
第三節 研究限制及未來研究之建議	104
參考文獻	106
附錄	115
 
表目錄
表2-1 主管與部屬關聯性之特徵	13
表2-2 國內外學者對工作績效之定義	21
表2-3 任務績效及脈絡績效之解釋	23
表2-4 員工認知比率的比較	30
表3-1 領導者成員交換關係之量表	48
表3-2 工作績效之量表	49
表3-3 薪酬滿意之量表	51
表3-4 授權賦能之量表	53
表4-1樣本基本資料之次數分配表	58
表4-2各構面之項目分析表	60
表4-3 各構面之Cronbach’s α值	62
表4-3 各構面之Cronbach’s α值（續）	63
表4-4各構面之KMO值與Bartlett球形檢定	65
表4-4領導者部屬交換關係之因素分析與信度分析	66
表4-5工作績效之因素分析與信度分析	67
表4-6薪酬滿意之因素分析與信度分析	69
表4-7授權賦能之因素分析與信度分析	71
表4-8各變項之相關係數表	73
表4-9 人口統計變項與工作績效之相關係數表	73
表4-10領導者部屬交換關係對工作績效之迴歸分析	74
表4-11薪酬滿意對工作績效之迴歸分析	75
表4-12授權賦能對工作績效之迴歸模型	76
表4-13　薪酬滿意在領導者部屬交換關係對工作績效影響上的調節作用	78
表4-14　授權賦能在領導者部屬交換關係對工作績效影響上的調節作用	80
表4-15性別在各構面之差異分析	82
表4-16年齡在各構面之差異分析	84
表4-17婚姻狀況在各構面之差異分析	85
表4-18教育程度在各構面之差異分析	86
表4-19職業類別在各構面之差異分析	88
表4-20工作總年資在各構面之差異分析	90
表4-21個人每月平均所得在各構面之差異分析	92
表4-22假設驗證結果彙整表	93
表5-1人口統計變項在各構面之顯著差異彙整表	97
 
圖目錄
圖1-1研究流程圖	11
圖3-1研究架構圖	45

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