本研究基於工作要求－資源理論 (Job Demands-Resources, JDR)，探討恆毅力如何透過活力影響勇於任事行為，並進一步探討知覺組織阻礙是否會調節此中介歷程。研究採用兩階段問卷調查，研究對象為全職工作者，蒐集238筆有效問卷。根據研究結果顯示：一、恆毅力對勇於任事具有顯著正向影響，表示擁有高恆毅力的員工，更有可能在工作中展現勇於任事行為；二、恆毅力對活力具有顯著正向影響，說明擁有高恆毅力的員工，更能展現出充沛的活力；三、活力對勇於任事具有顯著正向影響，表明高活力的員工更能在工作中展現勇於任事行為；四、活力在恆毅力與勇於任事之間具有完全中介效果，顯示活力是個人資源轉化的重要因素；五、知覺組織阻礙未能調節恆毅力與活力之間的關係，可能顯示知覺組織阻礙在本研究情境中屬於障礙性工作要求，難以激發積極效果。最後，本研究針對研究結果進行討論，並提出管理實務意涵與未來研究方向建議，以供後續研究參考。

Drawing upon the Job Demands-Resources (JDR) model, this study explores how grit influences taking-charge behavior through vitality and examines whether perceived organizational obstruction moderates this mediating process. A two-stage survey was conducted with 238 full-time employees, collecting valid responses to test the proposed hypotheses. The results reveal the following: (1) grit positively influences taking-charge behavior, indicating that employees with higher grit are more likely to engage in taking-charge behavior in the workplace; (2) grit positively influences vitality, indicating that employees with higher grit exhibit greater vitality; (3) vitality positively influences taking-charge behavior, indicating that employees with higher vitality are more likely to exhibit taking-charge behavior at work; (4) vitality fully mediates the relationship between grit and taking-charge behavior, highlighting vitality as a crucial factor in personal resource transformation; and (5) perceived organizational obstruction does not moderate the relationship between grit and vitality. This finding suggests that perceived organizational obstruction, within the context of this study, may act as a hindrance demand, limiting its ability to generate positive motivational effects. The study concludes with discussions on the findings, managerial implications, and suggestions for future research.

論文審定書 i
摘要 ii
Abstract iii
目　錄 iv
圖　次 vi
表　次 vii
第壹章　緒論 1
第貳章　文獻探討 5
第一節、恆毅力 5
第二節、 知覺組織阻礙 6
第三節、 活力 7
第四節、 勇於任事 8
第五節、 研究變項間之關係 10
第參章　研究方法 16
第一節、 研究架構與假設 16
第二節、 研究對象與資料收集方式 16
第三節、 研究量表 17
第四節、 分析方法 18
第肆章　研究結果 21
第一節、 敘述性統計分析 21
第二節、 驗證性因素分析 23
第三節、 相關分析 25
第四節、 假設驗證 26
第伍章　討論與建議 30
第一節、 理論意涵 30
第二節、 管理意涵 32
第三節、 研究限制與未來研究建議 33
參考文獻 36

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