本研究以C銀行為例，探討派遣人員流動性高、訓練費用高、與正職員工的抗拒等，如何提升已熟悉工作環境的派遣人員繼續留任在組織內，以降低人力訓練成本,提高獲利率,廣泛使用派遣人力的銀行業中，是否能藉由派遣人力轉為正職人員以提升留職率。
在此次的公司個案研究為將派遣人員全面轉為正職人員之變革在薪酬層面、工作層面與心理層面做了一個較深入的實證研究。可以發現薪資的提高對於留職的意願有著明顯的影響，運用薪酬的激勵制度可有效的增加員工的留職意願，對於人員而言，薪酬的激勵是對於他們最大的鼓勵。
另外，在心理層面上，由於此次研究的對象皆是由派遣人員轉為正職人員，因此心理層面的激勵效果也相當的顯著，身分的轉換後，對於組織的認同度增加，會真正感受到自己是屬於公司的一員，願意為公司努力。同樣的安定感相對來說也提升許多，進一步的影響轉正職的員工自己的期許與自我勉勵，願意多在公司深根發展，因此對於留職意願也更加提升。
對於工作層面上，轉正職人員普遍都認為工作的難易層度是有增加的，員工會將工作層面壓力的增加，轉換成公司對於員工本身的期許，因此員工自身會更加努力達成公司的要求，而不會造成離職。這一點發現和過去一些研究，認為工作負荷度增加導致留職意願降低的看法並不一致。
由此次個案公司的深度訪談，我們可以了解到此次的組織變革對於派遣員工轉為正職員工的影響是成功且正面的改革，可作公司未來在作組織改革的方向。

This study takes bank C for example , exploring the high personnel mobility and high training cost of temporary employees, and their resistance to becoming permanent employees. The study will survey how to improve the system so that temporary employees will become permanent employees. Permanent employees will help the company reduce the cost of manpower and enhance their interest rate. Ultimately, the company can increase their employee retention rate by turning temporary employees to permanent employees.

In order to increase the employee retention rate, the company made three major changes to see how the temporary employees would respond. They increased the temporary employee salary, put the employees in different working areas, and put them in different psychological areas. After that, observations showed that increasing the salary had the most impact on the employees. This demonstrates that receiving a larger salary is the biggest incentive for the temporary employees. Therefore, the company should raise the salaries of the employees to increase their employee retention rate.

In addition, on psychological level, owing to that the object of this study are contractors transferring to full time employees, the effect of psychological incentive is also quite remarkable.  After their identities convert, they will in turn increase the degree of recognition of the organization and truly feel he/she is the one belonging to the company, thus willing to efforts for the company.  By the same token, sense of stability enhances, further boosting these people to have self-expectations and self- encouragement.  They are willing to develop their career profoundly in the company and thus increase the intention to stay.

As for the working part, most of them generally think that the difficulty in work has increased. However, they will turn the pressure from work into the expectations the company has for them, which results in putting more efforts to reach the requirements of the company, far from causing resignation. This discovery differs form past researches, which claim that the increase in work load will reduce the will of staying.

From the in-depth interview, we can understand that the organizational change is a successful and positive reform for dispatch employees promoted to permanent employees. This could act as a direction for the company's organizational reform in the future.

目錄		I
表次		III
圖次		IV
第一章	緒論	1
第一節 研究背景	1
第二節 研究動機	4
第三節 研究目的	6
第四節 研究流程	7
第二章	文獻探討	8
第一節 派遣定義與相關研究	8
第二節 留任意願的定義與相關研究	12
第三節 薪酬制度對留任率的影響	17
第四節 心理層面對留任率的影響	18
第五節 工作層面對留任率的影響	23
第三章	研究方法	27
第一節 研究方法	27
第二節 訪談個案之選擇	27
第三節 資料蒐集方式	28
第四節 訪談主題	28
第四章	研究結果	33
第一節 個案公司介紹	33
第二節 訪談結果分析	40
第五章	總結	57
第一節  研究結論	57
第二節  研究貢獻和管理上的涵義	58
第三節  研究限制以及對後續研究的建議	59
參考文獻	60
網站文獻	60
中文文獻	60
英文文獻	61
附錄：本研究問卷	68

 
表次

表2-1-1  國外對勞動派遣相關名詞與定義	9
表2-1-2  各學者對於派遣相關名詞與定義	10
表2-1-3  近年人力派遣人數統計	11
表2-3 工作不安全感之定義	18
表2-3 工作不安全感之定義(續)	19
表2-4工作不安定感衡量構面	19
表2-5 組織認同之定義	21
表2-6 工作負荷的屬性	24
表3- 1 研究主題與訪談問題表	29
表4-1 個案銀行近年度逾放比表	39
表 4-2 薪酬制度問題訪談內容表	41
表4-3 心理層面問題訪談內容整理表	46
表4-4 工作層面問題訪談內容整理表	51
表4-5「薪酬制度」、「心理層面」、「工作層面」重要性排序整理	55
 
圖次

圖1-1 研究流程圖	7
圖2- 1留任意願與離職意願消長示意圖	13
圖2-3  Price and Mueller 之離職因果模式	15
圖2-4  Michaels and Spector（1982）之離職原因路徑分析	15
圖2-5  Mowday等人之組織認同前因後果模式圖	22
圖4-1個案公司組織圖	34
圖4-2個案銀行催收流程圖	35

網站文獻
1.	行政院勞工委員會行業就業指南E網(2010年)
2.	經濟部投資審查委員會網站(2010年)：ttp://www.moeaic.gov.tw/
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