目標：為了瞭解醫院中層主管與醫院經營目標之一致性與其組織承諾之關聯性，本研究利用問卷調查法，針對台灣準區域層級以上醫院之所有中層(一級)主管與高階管理團隊進行普查，藉以瞭解彼此目標一致性對於組織承諾之影響。方法：組織承諾的衡量主要以Meyer, Allen 與 Smith (1993)重新修訂的組織承諾三要素量表(情感、計算與規範承諾)為依據。並以絕對值差作為個人 與組織目標一致性的計算方法。結果：經二次之催收與補發，高階團隊的部份回收193份有效問卷(回收率為58.7%)；各院中層主管的部分回收679份(34.2%)。經多變項複迴歸的統計分析後，本研究發現在控制相關變項之後,個人與組織目標一致性對於情感性承諾(p<0.01)有明顯的統計關係，而在計算承諾以及規範項承諾的部分則亦有正向關係但未達統計上的顯著水準。至於其餘的控制變項方面，醫院策略執行是最為顯著的一個項目，對於三類承諾都有著明顯地統計意義。權屬別的部分也是僅對情感與規範承諾有相關。最後在醫師專長身分以及工作年資這二個變項上，則和計算承諾有較明顯的關係出現(p<0.01)，顯示非醫師身分者以及工作年資較長者，其計算承諾也都較高。結論：中層主管與組織目標契合程度與中層主管本身的情感承諾有正面且顯著的關係，因此醫院的經營管理應重視這個議題對組織的影響。

Objectives: To understand the relationship between goal congruence and organizational commitment of hospital middle managers, this study conducted a survey research on middle managers and CEOs in selected hospitals. Methods: This study used Meyer & Allen's three-factor organizational commitment questionnaire (affective commitment, continuance commitment, and normative commitment). Absolute difference in organizational goals was also calculated to measure the goal congruence between middle managers and CEOs. Result: Response rates of CEOs and middle managers were 58.7% and 34.2%, respectively after follow-up. This study revealed that the relationship between goal congruence and affective commitments was significant after controlling other variables through multiple regression. The relationship between goal congruence and calculated commitment as well as normative commitment was also positive, but not significant. As for the relationship between control variables and three-factor commitments, there are some interesting findings. Hospital. strategic implementation was significantly associated with three-factor commitments, Hospital ownership was also associated with affective and normative commitment. Moreover. the identity of physician or not and organizational tenure of middle manager had significant associations with calculated commitment. This study showed that middle managers who are non-physicians and higher in tenure tends to have higher calculated commitment. Conclusion: Goal congruence between middle managers and CEOs was associated positively with affective commitment. This implied that CEOs should focus more on how to align goal through better communication and respect for middle managers.

目標一致性；組織承諾；中層主管

Goal congruence; organizational commitment; middle manager