第五章 驗證結果與分析
6.3 未來研究方向
本研究的初步結果證實，本研究所提出之 Kano 二維品質修正模式，與 Kano 二維品質模式相較，更符合實際之情況。研究結果提供給學術界做參 考。但對於後續之研究還有可以努力與發展的空間。
一、本研究針對 Kano 二維品質模式，嘗試性的提出一修正模式，並針對高 科技產業員工滿意度做研究並獲得初步結果，但是由於研究之限制，新 方法仍然需要更大規模之驗證，以確認研究結果之一致性與穩定性。
二、過去對於員工滿意度已做過許多相關研究並發展出不少量表，或許可將 過去的方法與本研究之方法做一比較分析，也許又可發展出更有效果研 究員工滿意度的方法。
三、修正模式本身也許尚有未盡完善之處，對於員工滿意度衡量方法其他評 估指標的搜尋、開發及運用，並作為修正之參考，亦是後續研究可以加 強之處。
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附錄
員工滿意度之正反向問卷內容
壹、員工工作滿意度正向問卷
※請逐項回答以下問題，並依您個人之看法，在重要度評量表格中作答。
非 稍 普 稍 非 常 微 微 常 不 不 滿 滿 滿 滿 意 意 通 意 意 1、在工作中，如果有主管的支持。我會感到 □ □ □ □ □ 2、主管如果能對良好表現適時表達感激。我會感到 □ □ □ □ □ 3、主管如果能適當的提供晉升機會。我會感到 □ □ □ □ □ 4、主管如果能適當的給予任務提示。我會感到 □ □ □ □ □ 5、主管如果是公正的。我會感到 □ □ □ □ □ 6、主管如果能提供挑戰性的工作。我會感到 □ □ □ □ □ 7、主管如果是可信賴的。我會感到 □ □ □ □ □ 8、工作內容如果是多元化的。我會感到 □ □ □ □ □ 9、工作如果是有幫助且有意義的。我會感到 □ □ □ □ □ 10、工作如果是具有挑戰的。我會感到 □ □ □ □ □ 11、工作如果是富有變化的。我會感到 □ □ □ □ □ 12、公司如果提供更進一步的工作訓練。我會感到 □ □ □ □ □ 13、同事間如果彼此能分享資訊。我會感到 □ □ □ □ □ 14、如果同事的同質性高。我會感到 □ □ □ □ □ 15、如果同事時常能彼此有所互動。我會感到 □ □ □ □ □ 16、如果同事是團隊導向的。我會感到 □ □ □ □ □ 17、如果薪資是公平且合理的。我會感到 □ □ □ □ □ 18、如果薪資是基於個人的成就表現。我會感到 □ □ □ □ □ 19、如果薪資制度是透明的。我會感到 □ □ □ □ □ 20、如果工作時間是合理的。我會感到 □ □ □ □ □ 21、如果在工作中能有適當的作決策的權力。我會感到 □ □ □ □ □
22、如果在工作中能有適當的行動自由。我會感到 □ □ □ □ □ 23、如果在工作中能有機會承擔工作責任。我會感到 □ □ □ □ □ 24、如果在公司有生涯發展的機會。我會感到 □ □ □ □ □ 25、如果工作場合的設計是適當的。我會感到 □ □ □ □ □ 26、如果工作環境是愉快的。我會感到 □ □ □ □ □ 27、如果公司是成就導向的。我會感到 □ □ □ □ □ 28、如果公司是策略導向的。我會感到 □ □ □ □ □ 29、如果員工會因表現良好受到獎賞。我會感到 □ □ □ □ □ 30、如果員工會因表現良好受到表揚。我會感到 □ □ □ □ □
貳、員工工作滿意度反向問卷
※請逐項回答以下問題，並依您個人之看法，在重要度評量表格中作答。
非 稍 普 稍 非 常 微 微 常 不 不 滿 滿 滿 滿 意 意 通 意 意 1、在工作中，如果沒有主管的支持。我會感到 □ □ □ □ □ 2、主管如果不能對良好表現適時表達感激。我會感到 □ □ □ □ □ 3、主管如果不能適當的提供晉升機會。我會感到 □ □ □ □ □ 4、主管如果不能適當的給予任務提示。我會感到 □ □ □ □ □ 5、主管如果不是公正的。我會感到 □ □ □ □ □ 6、主管如果不能提供挑戰性的工作。我會感到 □ □ □ □ □ 7、主管如果是不可信賴的。我會感到 □ □ □ □ □ 8、工作內容如果不是多元化的。我會感到 □ □ □ □ □ 9、工作如果是沒有幫助且無意義的。我會感到 □ □ □ □ □ 10、工作如果是不具有挑戰的。我會感到 □ □ □ □ □ 11、工作如果是沒有變化的。我會感到 □ □ □ □ □ 12、公司如果不能提供更進一步的工作訓練。我會感到 □ □ □ □ □ 13、同事間如果彼此不能分享資訊。我會感到 □ □ □ □ □ 14、如果同事的同質性不高。我會感到 □ □ □ □ □ 15、如果同事不能時常彼此有所互動。我會感到 □ □ □ □ □