人力精簡是企業在面臨危機時經常被使用的一個策略，本研究旨在探討於2008年金融風暴的衝擊之下，金融業所採取的不同人力精簡策略，對留任員工工作滿足與組織承諾產生之影響。 
本研究利用問卷調查法針對國內因金融風暴而人力精簡之留任員工為施測對象進行資料收集，採用描述性統計、內部一致性、相關、獨立樣本t檢定、變異數、迴歸等工具，對回收的298 份有效問卷進行驗證後發現，使用不同的人力精簡策略在工作滿足及組織承諾上有顯著的差異，且工作滿足與組織承諾有正向影響的關係，顯示企業在面對危機時應謹慎採用軟性之精簡策略，與員工共體時艱，不應輕易裁員，本研究主要發現歸納彙整如下：
1.不同人力精簡策略，在工作滿足與組織承諾上有顯著差異
2.強制人力精簡與軟性人力精簡在工作滿足上有顯著差異
3.強制人力精簡與軟性人力精簡在組織承諾上有顯著差異
4.工作滿足對組織承諾有正向的影響

Under financial crisis,workforce reduction is the main strategy used by enterprises all over the world.The purpose of this research is to find the impact of the workforce reduction on surviviors’ job satisfaction and organizational commitment under 2008 financial tsunami crisis. Basing on 298 effective questionnaires,several quantitative analytical methods are used like the reliability, descriptive statistics, t-test,one way anova,correlation analysis. Research analysis showed that,different workforce reduction strategies have significant difference on job satisfaction and organizational commitment,and job satisfaction have significant positive effect on organizational commitment.As a result , enterprises shoud keep the workforce under crisis and take redeployment strategy to keep the Core Competency.The major findings as follows:
1.Different workforce reduction strategies have significant difference on job satisfaction and organizational commitment.
2.Redeployment and layoff strategy have significant difference on job satisfaction.
3.Redeployment and layoff strategy have significant difference on organizational commitment.
4.Job satisfaction have significant positive effect on organizational commitment.

目錄
目錄I
表次III
圖次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9
第三節 研究範圍與對象9
第四節 研究流程10
第五節 論文結構11
第二章 文獻探討12
第一節 組織精簡與人力精簡12
第二節 工作滿足19
第三節 組織承諾24
第四節 各變數間之關係29
第三章 研究方法32
第一節 研究架構32
第二節 研究假設33
第三節 變數定義與衡量34
第四節 研究對象與抽樣設計39
第五節 資料分析方法40
第四章 資料分析與結果42
第一節 預試分析42
第二節 樣本結構分析44
第三節 差異性分析50
第四節 相關分析58
第五節 迴歸分析59
第六節 結果與討論60
第五章 結論與建議63
第一節 結論64
第二節 研究限制65
第三節 建議66
參考文獻69
一、中文部份69
二、英文部份72
三、網站81
附錄：問卷82

表次
表1-1 台灣失業率統計表2
表1-2 金融機構員工人數統計表3
表1-3 台灣金融業實施人力精簡的策略及媒體報導6
表2-1 組織精簡之定義13
表2-2 組織精簡策略	15
表2-3 組織精簡的方法16
表2-4 人力精簡層次策略18
表3-1 人力精簡策略對照表34
表3-2 2008年金融業人力精簡策略及定義35
表3-3 人力精簡之問卷設計36
表3-4 工作滿足之問卷設計37
表3-5 組織承諾之問卷設計38
表4-1-1 各變數之Cronbach's α值表43
表4-2-1 留任員工背景變項之次數分配表46
表4-2-2 人力精簡策略之次數分配表47
表4-2-3 人力精簡策略之各小題平均數、標準差摘要表48
表4-2-4 工作滿足之各題及構面平均數、標準差摘要表49
表4-2-5 員工組織承諾之各題及構面平均數、標準差摘要表50
表4-3-1 不同性別之員工在各變數獨立樣本t檢定比較摘要表51
表4-3-2 不同婚姻狀況之員工獨立樣本t檢定比較摘要表51
表4-3-3 不同年齡之員工在各變數之差異情形52
表4-3-4 不同現任職位之員工在各變數之差異情形53
表4-3-5 不同教育程度之員工在各變數之差異情形53
表4-3-6 不同平均月薪之員工在各變數之差異情形54
表4-3-7 不同現任部門之員工在各變數之差異情形55
表4-3-8 不同服務年資之員工在各變數之差異情形55
表4-3-9 不同人力精簡對工作滿足獨立樣本t檢定比較摘要表56
表4-3-10	不同人力精簡對組織承諾獨立樣本t檢定比較摘要表57
表4-3-11	不同人力精簡之主要措施在各變數之差異情形58
表4-4-1	工作滿足與組織承諾之相關分析59
表4-5-1	人力精簡對組織承諾之簡單迴歸分析表59
表4-6-1	假設驗證結果一覽表60
表4-6-2	不同人員統計變項差異分析彙總表60

圖次
圖2-1 組織承諾的前置因素模型27
圖3-1 研究架構32

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