隨著Z世代逐漸進入職場，如何促使這群擁有強烈個人意志與自主性的新興勞動力有效融入組織，已成為當代人力資源管理的重要議題。同時，受到疫情影響，混合式與遠距工作型態迅速普及，對組織運作與員工行為模式皆帶來深遠改變。在此脈絡下，本研究旨在探討「組織認同」與「遠距工作」對於Z世代員工安靜離職傾向的影響，並進一步以「工作投入度」作為中介變項，分析各變數間的關聯。
此研究透過問卷調查法共回收179份有效樣本，研究族群為1995-2007年間出生之Z世代，並以混合型遠距工作作為主要研究變數。分析結果顯示：Z世代的組織認同程度與遠距工作的實施程度愈高，皆會對其工作投入產生正向影響，進而顯著降低其安靜離職傾向；反之，當工作投入程度較低時，安靜離職的發生機率則相對提高，驗證了本研究所提出的中介效果假設。
本研究不僅填補了目前針對 Z 世代、遠距工作與安靜離職關聯性之研究缺口，亦協助企業了解新世代員工的行為動機、有效規劃人才管理策略，以及建構更具彈性與參與感的工作環境，以吸引與留任未來關鍵人才，提供人資管理實務策略。

As Generation Z gradually enters the workforce, how to help this emerging group of employees, who possess a strong sense of individuality and autonomy, effectively integrate into organizations has become an important issue in contemporary human resource management. Meanwhile, the rapid rise of hybrid and remote work patterns driven by the COVID-19 pandemic has brought significant changes to organizational operations and employee behavior. This study aims to examine the influence of organizational identification and remote work on the quiet quitting tendencies of Generation Z employees and further investigates work engagement as the mediating role in the relationship among these variables.
This study collected 179 valid responses through the survey. The target group is Generation Z who born between 1995-2007 with the variable of hybrid remote work as the major research target. The analysis results show that higher levels of organizational identification and greater implementation of remote work both positively affect work engagement, which in turn significantly reduces the tendency of quiet quitting. On the contrary, when work engagement is low, the likelihood of quiet quitting increases, supporting the proposed mediation hypothesis.
This study not only fills the current research gap regarding the relationship among Generation Z, remote work, and quiet quitting but also helps organizations understand the behavioral motivations of the new generation of employees. It further assists in developing effective talent management strategies and creating more flexible and participatory work environments, in order to attract and retain key talent in the future and provide practical guidance for human resource management.

Table of Contents
論文審定書i
摘要ii
Abstractiii
Table of Contentsiv
Chapter 1: Introduction1
1.1Research Background and Motivation1
1.2Research Gap and Questions3
1.3Thesis Structure5
Chapter 2: Literature Review7
2.1Definition of Self-determination Theory7
2.2Overview of Generation Z8
2.3Generation Z in Organizational Identification10
2.4Generation Z in Remote Work11
2.5The Role of Work Engagement in Generation Z14
2.6 Quiet Quitting in Generation Z17
Chapter 3: Research Methods21
3.1 Research Designs and Structure21
3.2 Participants, Data Collection, and Sampling22
3.3 Measurements23
3.3.1 Organizational Identification24
3.3.2 Remote Work24
3.3.3 Work Engagement25
3.3.4 Quiet Quitting25
3.4 Data Analysis Methods25
3.4.1 Correlation Analysis26
3.4.2 Confirmatory Factor Analysis (CFA)26
Chapter 4: Results28
4.1 Descriptive Statistics28
4.2 Correlation Coefficient Analysis29
4.3 Confirmatory Factor Analysis (CFA)30
4.4 Hypothesis Testing31
Chapter 5: Discussion and Conclusion34
5.1 Findings34
5.2 Theoretical Contributions36
5.3 Practical Implications36
5.4 Research Limitations and Future Research Suggestions37
References40
Appendix 1. Questionnaire.46

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