面對全球化與永續發展的趨勢，企業如何透過有效的人力資源管理與領導策略以提升員工對組織的承諾，已成為當代管理實務與學術研究的重要議題。本研究以「永續人力資源管理」與「領導風格」為自變項，探討其對「組織承諾」的影響，並以「工作成就感」作為中介變數，深入分析其在此關係中的中介效果。  
    永續人力資源管理強調企業在招募、訓練、發展與留才過程中兼顧員工福祉與組織永續發展，不僅提升員工滿意度與投入度，更有助於建構正向工作環境。而領導風格，特別是轉型型與交易型領導風格，則直接影響員工的心理感受與行為表現。過往研究指出，具激勵性與支持性的領導能增強員工的工作熱情與使命感，進而提升其對組織的情感與責任感。
    本研究採用問卷調查法，以中大型企業之員工為研究對象，蒐集實證資料後進行分析，驗證各變數間之因果關係。研究結果預期可發現，永續人力資源管理與正向領導風格皆對組織承諾具正向影響，且工作成就感在其中扮演部分或完全中介角色。
    綜合而言，本研究強調企業應整合永續觀念與人本領導，營造有助於員工發揮潛能與獲得成就感的環境，進而強化其組織承諾，提升企業整體競爭力與永續發展能力。

In the face of globalization and the trend toward sustainable development, how enterprises can enhance employees' organizational commitment through effective human resource management and leadership strategies has become a key issue in both contemporary management practices and academic research. This study takes sustainable human resource management and leadership style as independent variables to explore their influence on organizational commitment, with job achievement serving as a mediating variable to analyze its role within these relationships in greater depth.
    Sustainable human resource management emphasizes balancing employee well-being and organizational sustainability throughout recruitment, training, development, and retention processes. This approach not only enhances employee satisfaction and engagement but also helps to build a positive work environment. Leadership style, particularly transformational and transactional leadership, directly affects employees’ psychological perceptions and behavioral performance. Previous studies have shown that motivational and supportive leadership can increase employees’ enthusiasm and sense of purpose, thereby strengthening their emotional attachment and sense of responsibility toward the organization.
    This study adopts a questionnaire survey method, targeting employees from medium- to large-sized enterprises. Empirical data will be collected and analyzed to verify the causal relationships among the variables. The expected findings suggest that sustainable human resource management and positive leadership styles both have a significant positive impact on organizational commitment, with job achievement playing a partial or full mediating role.
    In conclusion, this study emphasizes that enterprises should integrate sustainability concepts with human-centered leadership to create an environment where employees can realize their potential and gain a sense of achievement. This, in turn, can strengthen their organizational commitment and enhance the enterprise's overall competitiveness and sustainable development capacity.

目錄	I
表目錄	III
圖目錄	III
第一章 緒論	1
第一節 研究背景與意義	1
第二節 研究目的	2
第三節 研究貢獻	3
一、理論貢獻	3
二、實務貢獻	4
第四節 研究假設	5
第五節 研究架構	5
第二章 文獻回顧	7
第一節 領導風格	7
一、領導的意義	7
二、轉換型領導	8
三、轉換型領導的分析構面	9
四、交易型領導	13
第二節 組織承諾	17
一、組織承諾的定義	17
二、組織承諾的理論模式	19
第三節 工作成就感	24
一、工作成就感的定義	24
二、工作成就感相關理論	25
第三章 研究方法	27
第一節 研究工具	27
第二節 資料整理	31
第三節 數據分析	32
第四章 結果與資料分析	35
第一節 描述性統計	35
第二節 相關性分析	36
第三節 迴歸分析	        37
第五章 結論與建議	38
第一節 研究結果的解釋	38
第二節 研究的局限性和未來研究方向	40
參考文獻	                43
參考附錄	                50


表目錄
表4-1：描述性統計	36


圖目錄
圖1-5：研究架構	6

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