摘 要
在全球人才競爭加劇與人工智慧（Artificial Intelligence，簡稱 AI）技術廣泛應用於人力資源管理（Human Resource Management，簡稱 HRM）的情境下，企業亟需強化留任關鍵人才以維持競爭優勢。然而，組織在導入AI時若忽略員工的心理反應與主觀感受，可能引發抗拒、疑慮與信任缺失，使AI無法順利落地，進而影響人力資源穩定性與績效表現。過去研究多聚焦AI對組織流程與績效的貢獻，較少探討其對員工心理歷程與態度形成機制的影響。因此，本研究旨在從多元視角出發，探討AI導入HRM實務是否有助於強化員工互惠感受，進而促進組織承諾，期望補足現有研究不足，並為企業導入AI提供人本導向的實務參考。

研究以社會交換理論為基礎，採用準實驗設計與問卷調查法，透過AI導入與傳統HRM情境版本問卷進行比較，蒐集多元產業白領員工樣本進行實證分析。以組織正義與組織信任作為中介變項，檢驗AI導入對情感性承諾與規範性承諾的影響機制，並納入員工AI職場使用態度與所屬組織管理導向作為調節變項，觀察不同態度傾向與管理文化下，AI應用對員工心理歷程與組織承諾影響路徑是否產生差異，進而全面描繪AI導入情境下的員工心理動態與態度形成過程。

實證證實單純AI導入無法直接提升員工組織正義知覺與承諾，但組織正義與系統信任對情感性與規範性承諾具顯著正向影響，證實公平感與信任感的重要性。此外，管理導向對AI導入效果具有調節作用，控制導向組織中AI導入能提升情感性承諾，而承諾導向組織中若缺乏參與溝通安排，AI導入反可能削弱承諾基礎。研究建議企業在導入AI人資實務時，應同步重視制度公平、溝通機制與信任建立，並依組織文化特性調整AI導入策略，以兼顧技術效率與員工體驗，發揮AI促進組織承諾的最大效益。


關鍵字：AI人資實務、組織正義、組織承諾、管理導向、社會交換理論

Abstract
With rising global talent competition and growing AI use in HRM, retaining key employees is crucial. However, introducing AI without addressing employee perceptions can lead to resistance and mistrust, hindering implementation and stability. While past research often highlights AI’s role in efficiency, few explore its impact on employee attitudes. This study examines whether AI in HRM can enhance reciprocity and organizational commitment, aiming to fill this gap and offer guidance for more human-centered AI adoption.
This study is based on social exchange theory and uses a quasi-experimental design with a questionnaire survey. It compares scenarios of using AI and traditional HRM, collecting data from workers in different industries. It examines whether organizational justice and trust act as mediators between AI use and employees’ affective and normative commitment. It also looks at whether employees attitudes toward AI and their organization’s management style affect how AI influences employees’ psychological processes and organizational commitment, giving a clearer picture of how employees react when AI is introduced.
The results show that using AI alone doesn't directly boost employees’ sense of justice or commitment. However, fairness and trust in AI positively influence affective and normative commitment. Management orientation matters too: in control-oriented cultures, AI can enhance commitment, but in commitment-oriented ones lacking communication, it may backfire. To make AI effective in HRM, companies should ensure fairness, build trust, and adapt strategies to their culture—balancing efficiency with a positive employee experience

Keywords: AI HRM, organizational justice, organizational commitment, management orientation, social exchange theory

論文審定書i
致謝ii
中文摘要iii
英文摘要iv
第一章 緒論1
第一節研究背景與動機1
第二節研究目的4
第三節研究流程5
第二章 文獻探討6
第一節AI在人力資源管理中的應用趨勢與挑戰6
第二節人力資源實務導向7
第三節組織承諾9
第四節人力資源實務導向與組織承諾10
第五節組織正義12
第六節組織信任13
第七節組織正義與信任的中介效果14
第八節AI職場使用態度之調節效果14
第九節人力資源實務導向與 AI 措施的交互影響15
第三章 研究方法17
第一節研究架構17
第二節研究假說17
第三節研究變項與測量18
第四節統計分析方法說明27
第四章 研究結果29
第一節敘述性統計分析29
第二節信效度分析35
第三節假說驗證39
第五章 結論與建議46
第一節研究發現46
第二節研究貢獻48
第三節研究限制與未來研究建議49
參考文獻51
附錄57
附錄一57
附錄二60

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