在當前缺工日益嚴重、人才不斷外流的情況下，企業面臨如何吸引與留任人才的重大挑戰。雖然薪資與福利仍是吸引人才的基本條件，但對於重視自我實現與工作意義的新世代員工而言，傳統的績效管理制度與控制式領導方式已難以滿足其職涯期待。近年來，「主管信任」與「心理賦權」逐漸被視為激發員工動機、提升參與意願的關鍵管理策略，而「團隊凝聚力」則是促使員工願意投入、互相支持與共同成長的核心力量。本研究由此出發，期望透過實證分析，探討主管信任與心理賦權是否能藉由團隊凝聚力的強化，進一步提升員工的工作績效，並為企業打造具吸引力與競爭力的管理模式提供具體建議。
    為驗證研究假設，本研究採用非隨機之立意抽樣與滾雪球抽樣法，透過 SurveyCake 網路問卷平台進行資料蒐集。問卷初期由研究者之同事與親友填答，並請其協助轉發予其他親朋好友，以擴大樣本來源與涵蓋範圍，並使用 SPSS 統計軟體進行後續資料分析。調查期間自 2025 年 1 月 12 日至 2025 年 1 月 26 日，共計 15 日，最終回收問卷 225 份。研究結果如下：
1.	主管信任對團隊凝聚力有正向之影響。
2.	心理賦權對團隊凝聚力有正向之影響。
3.	團隊凝聚力對工作績效有正向之影響。
4.	團隊凝聚力在主管信任與工作績效之間具有部分中介作用。
5.	團隊凝聚力在心理賦權與工作績效之間具有部分中介作用。
       本研究建議企業應關注主管信任、心理賦權與團隊凝聚力管理要素，透過營造互信的管理氛圍、建立員工參與的機制，以及促進團隊內的正向互動，強化員工的歸屬感與責任感。當員工感受到被信任、擁有決策空間，並且在團隊中獲得支持與認同，將更願意投入工作、發揮潛力，進而提升整體組織的穩定性與工作績效。唯有從心理與關係層面著手，打造有溫度的職場文化，企業才能在激烈競爭中培養長期競爭力與留才優勢。

關鍵字：主管信任、心理賦權、團隊凝聚力、工作績效

         In the face of an increasingly severe labor shortage and ongoing talent outflow, organizations are facing significant challenges in attracting and retaining skilled employees. While salary and benefits remain fundamental incentives, they are no longer sufficient to meet the expectations of a new generation of workers who seek self-fulfillment and meaning in their careers. In recent years, supervisor trust and psychological empowerment have emerged as key strategies for enhancing employee motivation and participation. At the same time, team cohesion has become a core factor in encouraging employees to engage, support one another, and grow collectively. This study is therefore grounded in the practical need to explore whether supervisor trust and psychological empowerment can enhance job performance through the strengthening of team cohesion, and aims to provide actionable recommendations for organizations seeking to build a more attractive and competitive management model.
To validate the research hypotheses, this study employed non-probability purposive sampling and snowball sampling techniques. Data were collected via an online questionnaire administered through the SurveyCake platform. Initially, the survey was distributed to the researcher’s colleagues, friends, and family members, who were then invited to further disseminate the questionnaire within their social networks to enhance sample diversity and coverage. The collected data were subsequently analyzed using SPSS statistical software. The survey was conducted over a 15-day period, from January 12 to January 26, 2025, yielding a total of 225 valid responses. The research findings are presented as follows:
1.	Supervisor trust exerts a positive influence on team cohesion.
2.	Psychological empowerment has a positive impact on team cohesion.
3.	Team cohesion positively affects job performance.
4.	Team cohesion serves as a partial mediator in the relationship between supervisor trust and job performance.
5.	Team cohesion also partially mediates the relationship between psychological empowerment and job performance.

This study recommends that organizations place greater emphasis on managing key factors such as supervisor trust, psychological empowerment, and team cohesion. By fostering a culture of mutual trust, encouraging employee participation, and promoting positive team interactions, companies can strengthen employees’ sense of belonging and responsibility. When employees feel trusted, empowered to make decisions, and supported within the team, they are more likely to be engaged, motivated, and willing to contribute their full potential—thereby enhancing organizational stability and job performance. Only by addressing employees’ psychological and relational needs can organizations build a warm and supportive workplace culture, which is essential for long-term competitiveness and talent retention in an increasingly competitive environment.

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	5
第三節	研究範疇	6
第四節	研究流程	7
第二章  文獻探討	9
第一節	主管信任	9
第二節	心理賦權	13
第三節	團隊凝聚力	18
第四節	工作績效	22
第五節	變數間的推論及假說	27
第三章    研究方法與設計	30
第一節	研究架構	30
第二節	研究假設	31
第三節	變數定義與問卷設計	32
第四節	資料分析方法	37
第四章 資料分析與研究結果	39
第一節 敘述性統計	39
第二節 信度分析	43
第三節 驗證性因素分析	45
第四節 相關分析	50
第五節 變異數分析與T檢定	51
第六節 迴歸分析	58
第七節 階層迴歸分析(中介效果分析)	63
第八節 研究假設之實證分析結果	65
第五章 結論建議	66
第一節 研究結論與討論	66
第二節 管理意涵	69
第三節 研究限制與建議	73
參考文獻	74
一、	中文文獻	74
二、	英文文獻	76
三、	網路資料	82
附錄	83

 
表目錄
表2-1  主管信任相關文獻整理	10
表2-1  主管信任相關文獻整理(續)	11
表2-2 心理賦權相關文獻整理	13
表2-2 心理賦權相關文獻整理(續)	14
表2-3 心理賦權相關理論整理	15
表2-3 心理賦權相關理論整理(續)	16
表2-4 團隊凝聚力相關文獻整理	19
表2-5 工作績效相關文獻整理	23
表3-1主管信任之衡量題項	32
表3-1主管信任之衡量題項(續)	33
表3-2心理賦權之衡量題項	33
表3-2心理賦權之衡量題項(續)	34
表3-3團隊凝聚力之衡量題項	34
表3-3團隊凝聚力之衡量題項(續)	35
表3-4工作績效之衡量題項	35
表3-4工作績效之衡量題項(續)	36
表4-1 性別次數分配表	39
表4-2 年齡次數分配表	40
表4-3 教育程度次數分配表	40
表4-4 產業類別次數分配表	41
表4-5 職級次數分配表	41
表4-6 目前單位工作總年資次數分配表	42
表4-7 各變項之信度分析表	43
表4-7 各變項之信度分析表(續)	44
表4-8 主管信任之因素分析表	46
表4-9 心理賦權之探索性因素分析表	47
表4-10團隊凝聚力之探索性因素分析表	48
表4-11工作績效之探索性因素分析表	49
表4-12各變項相關分析表	50
表4-13 性別在各變項之差異分析	51
表4-14 年齡在各變項之差異分析	52
表4-15 教育程度在各變項之差異分析	53
表4-16 產業類別在各變項之差異分析	54
表4-16 產業類別在各變項之差異分析(續)	55
表4-17 職級在各變項之差異分析	56
表4-18目前工作總年資在各變項之差異分析	57
表4-19 主管信任對團隊凝聚力之迴歸分析表	58
表4-20 心理賦權對團隊凝聚力之迴歸分析表	59
表4-21 心理賦權四個子購面對團隊凝聚力之迴歸分析表	60
表4-22 團隊凝聚力對工作績效之迴歸分析表	61
表4-23 團隊凝聚力兩個子構面對工作績效之迴歸分析表	62
表4-24 團隊凝聚力對主管信任與工作績效之階層迴歸分析表	63
表4-25 團隊凝聚力對心理賦權與工作績效之階層迴歸分析表	64
表4-26 研究假設之實證分析結果	65





圖目錄
圖1-1 研究流程圖	8
圖3-1 研究架構	30
 

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三、	網路資料
104職場力(2022)。 新世代員工帶不動?4技巧激發「新世代」工作動力，104職場力。檢索日期2024年11月24日。網址：
             https://hrmall.104.com.tw/blog/post/94224
Mercer (2024)。如何經濟挑戰中建立員工信任並留任人才: 員工之間信任度下降正在削弱組織的韌性，Mercer。檢索日期2024年11月4日。網址：
https://www.mercer.com/zh-tw/insights/total-rewards/build-employee-trust-retain-talent/?utm_source=chatgpt.com
DDI美商宏智(2023)。解除信任危機-領導層與同仁的信任，影響企業策略推行，DDI。檢索日期2025年5月14日。網址：
https://www.ddiworld.com.tw/resource/news/glf2023_03