鐵路運輸具有高度複雜、跨部門協作及安全關鍵之特性，即使各國鐵路組織已建立標準作業程序（Standard Operating Procedures, SOPs）、教育訓練及安全管理制度，人為因素及未遵守作業程序仍為鐵路事故發生之重要原因。因此，如何提升員工遵守SOP行為，不僅是臺灣鐵路公司所面臨之管理課題，亦為全球鐵路安全管理的重要議題。根據臺鐵公司110年至113年事故快報統計資料，與違反SOP相關之事故共134件，約占事故總數82%，而國際間鐵路機構，人為因素所發生事故之比例也居高不下，顯示現行以教育訓練及行政管理為主之安全管理措施，仍有精進空間。為有效提升員工遵守SOP行為，有必要系統性探討影響其形成之關鍵因素，並據以發展適當之行為介入策略。
本研究以COM-B模型為理論基礎，探討能力、機會與動機對臺灣鐵路公司員工遵守SOP行為之影響機制，並以臺灣鐵路公司行車運轉相關員工為研究對象，採線上問卷調查，共蒐集304份有效樣本，運用偏最小平方法結構方程模型（PLS-SEM）進行結構模型、中介效果、調節效果、多群組分析（MGA）及單因子變異數分析（ANOVA），最後依據實證結果結合行為改變之輪（Behaviour Change Wheel, BCW）提出行為介入策略。
研究結果顯示，本研究模型對遵守SOP行為具有良好解釋力（R²＝0.614）。動機為影響遵守SOP行為最主要之直接因素，機會次之，而能力之直接效果未達顯著水準；能力可透過動機產生完全中介效果，機會則透過動機產生部分中介效果，顯示動機為連結能力、機會與遵守SOP行為之重要作用機制。此外，工作滿意度對動機與遵守SOP行為具有顯著負向調節效果；多群組分析結果顯示，不同年資及事故經驗員工之結構路徑並無顯著差異；ANOVA結果則顯示，駕駛、運務與工程維修單位在能力、動機與機會構面存在顯著差異，但在遵守SOP行為上並無顯著差異。
本研究之學術貢獻在於將工作滿意度納入COM-B模型，驗證其對安全動機與遵守SOP行為關係具有顯著負向調節效果，補充了COM-B模型應用於組織安全行為情境時，對工作態度因素如何影響動機與行為關係之理解。實務上，本研究依據COM-B分析結果及BCW架構，將動機與機會列為主要介入重點，提出建立安全主管與第一線員工SOP安全對談機制、SOP 執行障礙通報管道與改善機制與延後、暫停或重新協調作業之處置原則與鐵路人因工程，並結合政策工具作為制度支援，以提供臺鐵公司提升員工遵守SOP行為之參考。

Railway transportation is characterized by high complexity, cross-departmental coordination, and safety-critical operations. Although railway organizations worldwide have established Standard Operating Procedures (SOPs), training programs, and safety management systems, human factors and non-compliance with operating procedures remain important causes of railway accidents. Therefore, improving employees’ SOP compliance behavior is not only a management challenge faced by Taiwan Railway Corporation (TRC), but also an important issue in global railway safety management. According to TRC accident reports from 2021 to 2024, 134 accidents were associated with SOP violations, accounting for approximately 82% of all reported accidents. A high proportion of railway accidents internationally also continue to involve human factors, suggesting that existing safety management measures, which primarily emphasize training and administrative controls, still have room for improvement. To effectively enhance employees’ SOP compliance behavior, it is therefore necessary to systematically identify the key factors underlying such behavior and develop appropriate behavioral intervention strategies.
This study adopted the Capability–Opportunity–Motivation–Behaviour (COM-B) model as its theoretical framework to examine the mechanisms through which capability, opportunity, and motivation influence SOP compliance behavior among TRC employees. The participants were TRC employees engaged in railway operation-related duties. Data were collected through an online questionnaire survey, yielding 304 valid responses. Partial Least Squares Structural Equation Modeling (PLS-SEM) was employed to examine the structural model, mediation effects, moderation effects, and Multi-Group Analysis (MGA), while one-way Analysis of Variance (ANOVA) was used to examine differences across occupational groups. Finally, behavioral intervention strategies were developed by integrating the empirical findings with the Behaviour Change Wheel (BCW) framework.
The results indicate that the proposed model has good explanatory power for SOP compliance behavior (R² = 0.614). Motivation was the strongest direct determinant of SOP compliance behavior, followed by opportunity, whereas the direct effect of capability was not statistically significant. Motivation fully mediated the relationship between capability and SOP compliance behavior and partially mediated the relationship between opportunity and SOP compliance behavior, indicating that motivation serves as an important mechanism linking capability and opportunity to SOP compliance behavior. In addition, job satisfaction had a significant negative moderating effect on the relationship between motivation and SOP compliance behavior. The MGA results revealed no significant differences in the structural relationships among employees with different levels of job tenure or accident experience. The ANOVA results showed significant differences among driver, operations, and engineering maintenance groups in capability, opportunity, and motivation, whereas no significant difference was found in SOP compliance behavior among the three occupational groups.
The academic contribution of this study lies in incorporating job satisfaction into the COM-B model and demonstrating its significant negative moderating effect on the relationship between safety motivation and SOP compliance behavior. These findings extend the application of the COM-B model to organizational safety behavior by providing further insight into how work-related attitudes may influence the relationship between motivation and behavior. From a practical perspective, the empirical findings identified motivation and opportunity as the primary intervention targets. Based on the COM-B behavioral diagnosis and the Behaviour Change Wheel (BCW) framework, this study proposes several behavioral intervention measures, including establishing an SOP safety dialogue mechanism between safety supervisors and frontline employees, developing a reporting and improvement mechanism for barriers to SOP implementation, establishing clear principles for delaying, suspending, or re-coordinating operations when necessary, and applying railway human factors engineering to improve workplace design. These intervention measures, supported by appropriate policy measures, provide practical guidance for TRC in improving employees’ SOP compliance behavior.

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