組織如何維持員工高激勵及高生產力? 許多研究強調台灣高科技產業中財務面的激勵因子，然而卻少有研究探討關於組織文化影響工程師工作中的工作激勵情形。組織文化是企業內員工的共同認知，這些信念、價值觀、標準、與哲學代表著員工在企業內做事的一套準則(Wallach, 1983)。因此組織文化對高科技產業的工程師之工作攸關態度與工作成效會有所影響。
本研究提出兩個命題。首先是要了解台灣高科技產業的組織文化是否涵括了創新、支持與結構等三種文化面向，以及這些文化面向與工程師工作攸關態度與行為之相關情形，而其中工作攸關態度之檢驗變數包括：實質的工作特性認知、實質與理想的工作特性差距、工作環境滿意度、工作涉入與工作成效。在第二個命題中，我們將組織文化分為三群，來檢驗在不同的組織文化群中的工程師是否會在工作態度與工作成效上有所差異。研究結果顯示台灣高科技產業文化同時涵括了三種文化面向，而當企業愈重視創新、支持與結構性這三個組織文化面向時，工程師具有較正向的工作攸關態度。

How can organizations maintain high employee motivation and productivity? Most practices in Taiwan’s high-tech industry have been emphasized on financial motivators, but seldom have been put on the effect of organizational culture. Organizational culture (O.C.) is the shared understanding or values of an organization‘s employees, which in turn will determine how things work in the organization (Wallach, 1983). It has great impact on the job-related attitudes and outcomes of engineers’ who directly get things done.
Two propositions are explored in the research. The first proposition is to see whether Taiwan’s high-tech industry covers the three generally examined O.C. dimensions-Innovation, Supporting, and Structure, and whether each of the three dimensions links positively with engineers’ job attitudes and behaviors. Several job-related attitudal variables, including perceptions of job characteristics and satisfactions of work environmental factors, were tested. By grouping the respondents into the three O.C. clusters, the second proposition is to see whether those who are in different O.C. clusters would also differ in their job attitudes and work outcomes. The results tested confirmed the two propositions. The findings appear that when the culture is more innovative, supportive and structured, engineers would be more positive in their job attitudes.

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