第六章 研究限制與建議
第二節 對實務工作者建議
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第二節 對實務工作者建議
根據研究結果與結論，茲提出下列建議，以做為企業之參考。
壹、 企業管理者方面
一、 企業應提供充分的工作資源，以提升員工的工作投入，並降低員工的工作 倦怠。
員工的工作投入與工作倦怠會影響員工的留職意願及工作績效，進而對企 業在經營上的競爭力產生影響。在研究顯示，工作資源會直接影響工作倦怠，
並且緩衝員工因工作要求而產生的工作倦怠。茲就工作自主、職涯發展、主管 支持與同事支持等工作資源提出建議。
(一) 在工作自主方面
現代企業組織趨向規模化，採功能分工的方式執行，宜對員工的工作內容 與執行方式適當的授權，使員工能擁有較高的自主性，從中體認工作的認同感 與增加成就感，進而對組織產生認同感。
(二) 強化社會支持的組織文化
組織應著重於建立一個主管與部屬、同事相互間支持的文化。在主管支持 方面，企業管理者應建立流暢的意見溝通管道，與員工建立情感，凝聚員工的 向心力，使員工能信任主管，同時管理者在員工遇到工作上的問題，應協助員 工排除，並適時給予關心及支持員工之學習與發展。在同事支持方面，企業管 理者應營造和諧互信的組織文化，使同事在互信的基礎上相互提供協助，一起 面對問題，互相共享工作的經驗與技能，精進企業的工作效能。
(三) 在職涯發展方面：
員工經由學習而獲得的知識與技能有益於生涯發展，並且能提升個人之自 我效能。自我效能為重要之個人資源，學習機會亦能增加個人的價值，影響生 涯的目標與個人的價值感，工作上的發展機會已成為員工工作態度與工作投入 之重要決定因素。企業管理者應提供員工學習成長的環境，讓員工有機會發揮
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自我的優勢，獲得工作上的成就感，以實現員工的職涯目標。
二、企業對員工的工作要求應適當，以降低員工的工作倦怠。
研究發現，挑戰型要求會增加員工的工作投入，故企業應給予適當的挑戰 型要求，而減少給予阻礙型要求。員工工作倦怠，將影響員工的組織承諾，並 影響身體健康與工作績效，進而影響工作上缺席、留職意願等，不僅對企業營 運績效造成衝擊，且亦降低市場之競爭力。高工作要求會造成工作倦怠，所以 企業管理者於員工之人力配置上應給予適當的分配，人盡其才，並關心員工之 身心狀態，避免因負荷過高，長期累積之工作壓力太大，而對工作產生厭煩，
而喪失工作意義。
貳、 企業員工方面
一、企業員工在需要時，應向管理者反應提供工作之協助。
員工為達到工作目標，在高工作負荷與時間壓力之情況下，容易產生工作 倦怠。為避免過度倦怠感導致身心問題，員工應適時向管理者反應其合理需 求，如工作環境的安全性、工作負荷的適當性等，並建議提供發展機會及問題 排除等協助，來減低員工緊張感及工作壓力。
二、企業員工應有職涯發展規劃，自我充實以應對工作上之變化。
員工必須有終身學習的理念，不斷的自我充實、進修學習，在國內外的職 場訓練研習或在職進修等，以因應全球化的競爭，並提升自我的工作能力，以 因應競爭激烈的經濟環境。
二、給予同事工作支持並適時尋求同事的支持。
在工作職場上，應適度的給予同事情感上的關懷或是實際的協助，藉此營 造互助互惠的組織文化，同事相互給予的協助與關心可以有效的緩解工作要求 所產生的壓力，進而有助於減緩壓力所造成的症狀。在面對高度工作要求時，
適度的尋求同事的關懷與協助，可有效的降低工作壓力可能的負面影響。
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