近年來，企業愈來愈重視社會責任之議題，然而，如何使員工投入企業社會責任，或是透過人力資源管理推展永續意識，已成為企業人資管理的新課題。本研究以社會責任導向人力資源管理(Socially Responsibility Human Resource Management, 簡稱SRHRM)的概念，驗證員工的工具性動機與關係性動機對其企業社會責任投入的直接與中介影響，並討論道德價值觀與倫理型領導在員工動機與企業社會責任投入之間，是否具有干擾效果。本研究以國內107年市占率佔八成的七家壽險公司為主要研究對象，以問卷方式蒐集共347份從業人員之資料，採用結構方程模型進行分析。結果發現，當員工知覺到企業落實SRHRM，會提高其對社會責任之投入；其次，道德價值觀也會強化員工動機與企業社會責任投入之關聯性；最重要的是，雖然倫理型領導並不會強化員工的關係性動機與社會責任投入，但倫理型領導會強化員工的工具性動機，因此主管在企業社會責任投入上扮演著不可或缺的角色。針對上述結果，本研究提出管理意涵與後續研究建議。

Recently, enterprises have paid more and more attention to the issue of social responsibility. However, how to engage employees in corporate social responsibility or promote the sense of sustainability through human resource management has become a new topic in human resource management. This study on Socially Responsible Human Resource Management (SRHRM), the concept of employee is proven to be instrumental motives and relational motives for its corporate social Responsibility into direct influence with the mediation, and discuss the ethical values and ethical leadership between employee motivation and corporate social responsibility, whether have interference effect. In this study, seven life insurance companies with a market share of eighty percent in 107 were selected as the main research objects. Total of 347 employees' data were collected through questionnaires and analyzed by structural equation model. The results show that when employees perceive the implementation of SRHRM, they will increase their commitment to social responsibility. Secondly, ethical values also strengthen the correlation between employee motivation and CSR investment. Most importantly, although ethical leadership does not strengthen employees' relational motivation and social responsibility investment, ethical leadership strengthens employees' instrumental motivation. Therefore, supervisors play an indispensable role in corporate social responsibility investment. In view of the above results, this study proposes management implications and suggestions for follow-up studies.

目錄
第壹章 緒論	1
第一節 研究背景	1
第二節 研究動機	3
第三節 研究目的	4
第四節 研究流程	5
第貳章　文獻探討	7
第一節 社會責任導向人力資源管理	7
第二節 企業社會責任投入	11
第三節 工具性動機	13
第四節 關係性動機	14
第五節 道德價值觀	15
第六節 倫理型領導	16
第七節 假設發展	17
第參章 研究方法	22
第一節 研究架構	22
第二節 質化研究設計－前測	22
第三節 量化研究設計	24
第四節 變項衡量	26
第肆章 結果與討論	29
第一節 敘述性統計分析	29
第二節 相關分析	30
第三節 信效度分析	33
第四節 結構方程模型	41
第五節 假設驗證	46
第伍章 結論與建議	47
第一節 研究結論	47
第二節 理論意涵	50
第三節 管理意涵	51
第四節 研究限制與未來研究建議	53
參考文獻	55

圖目錄
圖1 研究流程圖	6
圖2 研究架構	22
 
表目錄
表1  SRHRM觀點的人資功能	8
表2 前測對象資料表	23
表3 壽險公司107年總保費收入與總市場占有率	26
表4 問卷回收人口統計特性分析表	31
表5 模型配適度衡量分析結果	33
表6 研究變項之平均數、標準差及相關係數表	35
表7 SRHRM構面之驗證性因素分析	37
表8 工具性動機之驗證性因素分析	37
表9 關係性動機之驗證性因素分析	38
表10 企業社會責任投入之驗證性因素分析	39
表11 道德價值觀之驗證性因素分析	39
表12 倫理型領導之驗證性因素分析	40
表13 信度表	41
表14 整體模型配適表	42
表15 路徑係數表	42
表16 中介效果摘要表	43
表17 道德價值觀(IM)樣本路徑係數恆等性檢驗結果表	44
表18 高與低道德價值觀組(IM)模型之路徑係數分析表	44
表19 道德價值觀(RM)樣本路徑係數恆等性檢驗結果表	45
表20 高與低道德價值觀組(RM)模型之路徑係數分析表	45
表21 倫理型領導(IM)樣本路徑係數恆等性檢驗結果表	45
表22 高與低道德價性領導(IM)模型之路徑係數分析表	45
表23 倫理型領導(IM)樣本路徑係數恆等性檢驗結果表	46
表24 研究假設檢驗結果表	46

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