| 摘要: | 近年來，ESG理念已逐漸深植於企業文化，尤其隨著極端氣候影響，實現淨零碳排成為刻不容緩的措施。在ESG中，與勞工相關的社會層面（S─Social）進一步演進為DEI的新理念，融合了多元、平等、與包容的價值觀，促進企業內部人際平衡。面對人口結構變遷的挑戰，企業面臨著勞動力短缺和人才留任的雙重壓力，故本研究主旨為探討導入DEI制度對於雇主品牌和員工滿意之影響。本研究採用量化研究之問卷調查法，抽樣方式採便利取樣方式，回收有效問卷共計212份，將所蒐集到之問卷數據資料進行敘述性統計、迴歸分析及單因子變異數分析。研究發現為：1.目前台灣企業員工對於DEI議題認知程度仍較為不足；2.若企業推行DEI措施，企業員工認為能有效提升雇主品牌，其次是增進工作投入，再者為強化工作滿意；3.若企業推行DEI措施，在不同背景的企業員工對於增進雇主品牌、提升工作滿意等面向皆有不同的感受落差；4.若企業針對不同對象實施DEI措施時，企業員工對於相關措施的重視程度有所不同。藉由資料探討分析提出下列管理意涵：1.企業領導階層宜率先具有推動DEI意願；2.企業推動DEI措施宜考量設計公平性措施，避免不公平或齊頭式平等；3.企業宜建立良好溝通環境，與所有員工漸次進行溝通對話，藉由企業員工參與，而達成DEI政策措施之共識；4.對於現行政府相關法令或行政措施，宜加以宣導促使企業員工理解。並提出研究建議供企業及後續研究者參考。
In recent years, the ESG (Environmental, Social, Governance) concept has gradually taken root in corporate culture, especially with the impact of extreme weather, making achieving net-zero carbon emissions an urgent measure. Within ESG, the social aspect related to labor (S—Social) has evolved into the new concept of DEI, integrating values of diversity, equity, and inclusion, promoting interpersonal balance within companies. Faced with the challenges of changing demographics, companies are under the dual pressure of labor shortages and talent retention. Therefore, this study aims to explore the impact of implementing DEI systems on employer branding and employee satisfaction.
This research employs a quantitative research questionnaire survey method, utilizing convenience sampling. A total of 212 valid questionnaires were collected, and the collected questionnaire data were subjected to descriptive statistics, regression analysis, and one-way analysis of variance.
The findings are as follows: 1. The current level of awareness among Taiwanese employees regarding DEI issues is still relatively low. 2. If companies implement DEI measures, employees believe it can effectively enhance employer branding, followed by improving job engagement, and then strengthening job satisfaction. 3. If companies implement DEI measures, employees from different backgrounds have different perceptions and disparities in enhancing employer branding, improving job satisfaction, and other aspects. 4. When companies implement DEI measures targeting different groups, employees have varying degrees of importance for the related measures.
Through data exploration and analysis, the following managerial implications are proposed: 1. Corporate leadership should demonstrate a willingness to promote DEI initiatives. 2. Companies implementing DEI measures should consider designing measures for fairness to avoid unfairness or tokenistic equality. 3. Companies should establish a good communication environment and gradually engage in dialogues with all employees, achieving consensus on DEI policy measures through employee participation. 4. Regarding current government-related laws or administrative measures, advocacy efforts should be made to help employees understand. Research recommendations are provided for the reference of companies and future researchers. |
