後疫情時代，混合辦公逐漸成為企業常見的工作模式，但其對員工敬業度的實質影響在台灣仍缺乏足夠的實證研究。尤其在多數台灣企業仍重視到場工作的文化背景下，混合辦公的推行方式與員工體驗可能與西方文獻有所差異。本研究旨在探討台灣員工在混合辦公情境中的實際工作經驗，以及影響其工作敬業度的組織因素。
本研究採質性研究設計，訪談六位具有八個月至四年混合辦公經驗的白領工作者，涵蓋攝影、行銷、設計、人資、金融與科技等產業。研究以主題分析法進行資料整理，並參考 Lincoln 與 Guba（1985）提出的信度評估標準，以確保研究過程的嚴謹性。
研究結果顯示，混合辦公本身並非敬業度的直接決定因素，而是透過信任、組織支持感與組織文化等因素間接影響員工的投入程度。混合辦公帶來的自主性、彈性以及降低通勤負擔，有助於提升工作投入；但同時也可能引發自律負荷、溝通挑戰與人際連結下降等問題。受訪者普遍認為，主管與同事間的信任是最關鍵的驅動因素，而主管的支持、清晰的工作期待與良好的數位溝通環境，也有助於維持工作敬業度。此外，組織文化會形塑員工如何理解並接受混合辦公，進而影響其整體工作感受。
本研究對台灣情境下的混合辦公提供實證見解，強調信任建立、主管支持與文化調適的重要性，並為企業制定混合辦公策略提供參考方向。

Hybrid work has become increasingly common after the COVID-19 pandemic, yet its influence on employee engagement remains underexplored, particularly in Taiwanese workplaces where expectations for physical presence continue to shape managerial practices. This study examines how employees in Taiwan experience hybrid work and identifies organizational factors influencing engagement under this model.
Using a qualitative approach, semi-structured interviews were conducted with six white-collar employees from different industries, each with eight months to four years of hybrid work experience. Data were analyzed using thematic analysis, guided by Lincoln and Guba’s trustworthiness criteria.
The findings indicate that hybrid work itself does not directly determine engagement. Instead, engagement is shaped by the interaction of trust, perceived organizational support, and organizational culture. While hybrid arrangements offer autonomy and flexibility, they also present challenges related to communication, self-discipline, and social connection. Trust emerged as a critical enabling resource, supported by accessible supervision, flexible policies, and effective digital systems. Organizational culture further influenced whether hybrid work was experienced as empowering or conditional.
This study provides empirical insights into hybrid work in Taiwan, highlighting the role of relational and cultural dynamics in sustaining employee engagement within flexible work environments.

Thesis Validation Letter i
摘要 ii
Abstract iii
Table of Contents iv
Chapter 1 Introduction 1
1.1 Research Background and Motivation 1
1.2 Research Questions 2
Chapter 2 Literature Review 4
2.1 Hybrid Work: Definitions, Characteristics, and Context 4
2.2 Work Engagement 6
2.3 Organizational Factors Associated with Employee Engagement 7
2.3.1 Trust in the Workplace 8
2.3.2 Perceived Organizational Support 9
2.3.3 Organizational Culture 10
2.4 Job Demands–Resources Model 12
2.5 Linking Hybrid Work, Engagement, and Organizational Factors 13
2.6 Summary of Literature Review 15
Chapter 3 Research Methodology 16
3.1 Research Design 16
3.2 Participants and Sampling 16
3.3 Participant Overview 17
3.4 Data Collection 19
3.5 Interview Guide 19
3.6 Data Analysis 21
3.7 Trustworthiness 23
3.7.1 Credibility 23
3.7.2 Transferability 24
3.7.3 Dependability 24
3.7.4 Confirmability 24
3.8 Ethical Considerations 25
Chapter 4 Findings and Discussion 27
4.1 Introduction 27
4.2 Theme 1: Hybrid Work as Flexibility and Autonomy 27
4.3 Theme 2: Self-discipline and Blurred Boundaries as New Job Demands 29
4.4 Theme 3: Trust as the Foundation of Engagement 31
4.5 Theme 4: Perceived Organizational Support in Hybrid Contexts 33
4.6 Theme 5: Organizational Culture and Attitudes toward Hybrid Work 35
4.7 Theme 6: Hybrid Work and Work Engagement – Indirect Rather Than Direct Effects 37
4.8 Integrating Findings with the JD-R Model and the Taiwanese Context 40
Chapter 5 Conclusion 42
5.1 Addressing the Research Question 42
5.2 Practical Implications 44
5.3 Limitations of the Study 46
5.4 Recommendations for Future Research 47
References 49
Appendix 54

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