在21世紀的來臨，大量世代Z的青年將會離開學校，進入職場，為職場提供大量的鮮血。世代Z與其他的世代最不同之處便是他們十分重視工作自主權。從很多不同的文獻中都能發現，工作自主權與工作敬業度是呈現正向的關係，當員工在工作上能獲得更大的自主權時，他們便會更願意投入更多的心力及勞力去完成工作任務，從而獲得更好的工作成績。本研究使用迴歸分析為分析工具，去討探工作自主權及工作績效兩者間的關係，並以工作敬業度為中介變數，年齡及組織支持知覺為調節變數。在是次的研究中發現，在工作自主權及工作績效的關係，工作敬業度能呈現部分中介的效果。而在年齡，工作自主權對工作敬業度的影響明顯在較年輕的歲數。而在組織支持知覺對工作敬業度與工作績效的關係中都是呈現增強的現象。在本研究討論的部分，提出了部分建議給予公司如何吸引或加強世代Z的工作意願。所有的建議都是按工作自主權及組織支持知覺為出發點去改善及加強如何能協助世代Z能獲得更好的工作績效。

In the 21st century, generation Z is coming to enter the workforce. They are more fo-cused on the autonomy on the job than other generations. Result from other academic lit-erature Job Autonomy is positively related to Work Engagement, when employees have more freedom on their job, they will be willing to engage more effort into their job to get the better performance as much as they can. In this study, we use regression analysis to be the analysis tool to investigate the relationship between Job Autonomy and Job Perfor-mance. In this study model, Work Engagement as a mediator, Age, and Perceived Organi-zation Support as a moderator. Work Engagement has a partly mediation effect on the rela-tionship between Job Autonomy and Job Performance; the effect of Job Autonomy on Work Engagement are significant on young age group than old age group; Perceived Or-ganization Support can strengthen the relationship between Work Engagement and Job Performance either on low level of Work Engagement or high level of Work Engagement. In discussion, this study provides some suggestions to the organization to attract or en-hance the working motivation on generation Z. The suggestions base on Job Autonomy and Perceived Organization Support that the organization can modify or enhance for the generation Z that assist them to get a better job performance.
Keywords: Job Autonomy, Job Performance, Work Engagement, Age, Perceived Organi-zation Support

論文審定書 i
Abstract ii
摘要 iii
Table of Contents iv
List of Table vi
List of Figures vii
Chapter 1 Introduction to the thesis 1
1.1 Introduction 1
1.2 Summary research aims 2
Chapter 2 Literature review 4
2.1 Job Performance 4
2.2 Job Autonomy 5
2.3 Work Engagement 8
2.3.1 The mediating role of Work Engagement 10
2.4 The moderating effect of Age 11
2.5 The moderating effect of Perceived Organization Support 12
Chapter 3 Methodology 14
3.1 Research framework 14
3.2 Sample and Procedure 15
3.3 Measures 18
3.4 Data analysis 19
Chapter 4 Result 20
4.1 Validity and Reliability of Measure 20
4.2 Descriptive Statistics and Correlations 20
4.3 Difference of variables analysis 21
4.4 Hypothesis testing 23
Chapter 5 Discussion 27
5.1 Theoretical contribution 27
5.2 Managerial implication 27
5.3 limitation 30
5.4 Suggestion for future research 30
References 31
Chinese References 37

2.4 The moderating effect of Age 11
2.5 The moderating effect of Perceived Organization Support 12
Chapter 3 Methodology 14
3.1 Research framework 14
3.2 Sample and Procedure 15
3.3 Measures 18
3.4 Data analysis 19
Chapter 4 Result 20
4.1 Validity and Reliability of Measure 20
4.2 Descriptive Statistics and Correlations 20
4.3 Difference of variables analysis 21
4.4 Hypothesis testing 23
Chapter 5 Discussion 27
5.1 Theoretical contribution 27
5.2 Managerial implication 27
5.3 limitation 30
5.4 Suggestion for future research 30
References 31
Chinese References 37

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