本研究之目的是要了解員工知覺組織以年資或績效為主要的升遷政策與員工工作投入間之關係，並探討美台企業人力資源管理制度對員工知覺組織升遷政策與工作投入間之關係是否具有干擾效果。
研究產業為服務業，研究樣本為台灣公司及在台灣的美國子公司，其年資3年(含)以上之正職員工。問卷發出1000份，有效問卷數510筆，有效問卷回收率51%。
本研究發現過去台灣企業的升遷政策是以年資為主，現在已轉為以績效為主，對員工工作投入採取了更積極的作法，顯示台灣企業未來更具競爭力。而在台灣的美國企業依泰勒理論重視工作成果、速度，而獲工作升遷獎金。其對員工考核、士氣提升及工作投入的驅策更具成效，值得台灣企業參考。本研究最後討論管理意涵，並對未來研究提出建議。
The purpose of this research is to understand the relationship between organization’s promotion policy which employees perceive (based on seniority or performance) and job involvement, and to examine whether human resource management system has the moderating effect between these two variables. It takes Taiwanese companies and American companies in Taiwan as research examples.
Data is collected from full-time employees in service industry who have at least 3 year work experience. 510 valid data are received from 1000 questionnaires, and the effective recovery rate is 51%..
This research found that Taiwanese firms change promotion policy from seniority-based into performance-based and use more active job involvement approach, which make them more competitive in the future. American firms in Taiwan, according to Taylor’s theory, employees gain promotion and bonus based on working results and speed, which make employee appraisal, morale boosting and job involvement more effective. Taiwanese firms could learn from them. Finally, the management insights are discussed, and several directions are recommended for future research.
