第五章 結論與建議
第二節 研究建議及研究限制
本節根據前述實證結果提出建議，供零派遣政策推動機關─行政院人事行政 總處、及未來擬推行相關政策之主管機關參考；並提出本研究之限制，以供未來進 行類此研究之參考，使相關文獻更臻完善。
壹、研究建議
一、除行政院所屬機關外，其餘中央機關及地方政府亦應推動類此政策
根據本研究之結果發現，行政院所推行之零派遣政策，不僅使轉為自僱之派遣 人員更加感受到組織對他們的重視及支持，更提升了他們對組織的承諾程度。故建 議除行政院所屬機關外，其餘中央機關（如考試院、司法院等）及各地方政府如有 進用派遣人員者，亦應採取類此措施，透過身分轉換保障派遣員工權益，並對公部 門帶來更多正向影響，進而能促進公共服務的品質。
二、行政院應制定專法，使契約人員權益更獲保障
根據本研究之結果，內外控人格特質在知覺組織支持與組織承諾間未具有干 擾效果，顯示只要員工感受到組織對他們的支持與重視，即會提升其對組織的承諾，
並不受員工個人人格特質之影響。故本研究建議未來應持續推動相關政策保障政 府中較為弱勢員工之權益，如制定專法保障約聘僱、自僱臨時員工及非典型員工等 聘約人力，除強化其勞動權之保障，亦能使其感受到組織的支持，提升其組織承諾，
並達到增進公部門行政效能等正向效果。
三、各機關應持續推動員工協助方案，塑造友善職場環境
根據前述研究結果，發現教育程度越高者知覺組織支持越低，且亦有部分受訪 者認為該政策之身分轉換並未提升其知覺組織支持，顯示就少部分人而言，零派遣 政策並未達到正向效果，故各機關於派遣人員身分轉換完畢後，仍應持續積極推動 其他相關措施，例如透過員工協助方案(Employee Assistance Program, EAP)提供其 與工作知能相關的教育訓練、法律協助、健康或心靈講座、員工托育設施等，或暢 通申訴管道、關懷員工等，打造溫暖、友善的組織文化，使員工感受到組織的支持，
進而提高其對組織之承諾。
四、未來如擬推行類此政策，應加強落實政策溝通
承上述，零派遣政策推動後仍有部分受訪者認為該政策之身分轉換並未提升 其知覺組織支持，為有效達到政策目的，未來如有相關機關擬推行類此政策，亦應 於政策擬定前多方聆聽員工之意見，並由各機關承辦單位（如人事室或秘書室）於 政策推行後就身分轉換之目的、權益比較及相關具體措施向員工妥為說明，降低身 分轉換人員對該政策之疑慮，確保政策之效果。
貳、研究限制與未來研究建議
本研究礙於時間及問卷發放管道限制，無法針對各部會之母體人數比例採機 率抽樣，而係採便利抽樣之方式，抽取派遣轉自僱人數較多之機關進行問卷施測，
故研究結果未必可完全推論至全體之派遣轉自僱人員。建議未來研究可採取分層 機率抽樣，以避免統計上之偏誤。
另因本研究進行時，零派遣政策已開始施行，原為派遣人員者幾乎均已轉為自 僱員工，故無法針對其知覺組織支持及組織承諾相關變項進行前後測比較，導致在 研究模型設計上無法有單獨之「身分轉換」變項，僅能將「身分轉換」置入知覺組 織支持與組織承諾問項中，使得本研究無法如一般研究利用迴歸分析檢定知覺組 織支持之中介效果，而係改以平均值差異檢定來驗證身分轉換是否係透過知覺組 織支持影響組織承諾。建議未來研究如果時間上允許，可改採前後測之方式，藉由 比較派遣人員身分轉換前後之意向變化，來衡量身分轉換、知覺組織支持及組織承 諾之關係。
又因本研究所選用之 Spector (1988)量表之外控傾向問項上較偏向「歸因於運 氣」，與本研究所假設之「歸因於外在環境」有所不同，再加上內外控人格特質可 能存在文化上之差異，造成本量表檢驗出之調節效果並不顯著。建議未來可針對研 究假設更細緻地選取量表，並檢閱相關文獻是否有其他適用上之疑慮。
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