新世代的職場到來，因為工作環境變動，薪資結構改變，教育程度也大大的提升，進入幸福企業是每個員工都期望的事情，而企業若是想要永續經營，或是吸引及留住優秀員工，打造幸福企業是必要的，像是大眾熟悉的GOOGLE企業總有享受不盡的點心、台積電也會發出萬元紅包，這些都是令人稱羨的幸福企業。雖然國內的企業對於到達幸福企業的路程還有一段距離，但是許多求職者或是員工都有一份內心幸福企業的衡量表來衡量企業所帶來的幸福感。除此之外，主管的領導風格、組織的行事作風及文化也會影響員工績效，進而影響幸福感。本研究提出靈性領導風格，透過主管願景精神及利他精神來探討對於分配正義、程序正義及互動正義之組織正義及員工任務績效是否有正向影響，進一步觀察對歸屬感之交互作用，最終探討對於職場薪酬福利、身心層面、人際關係、生活滿意及工作成就的員工幸福感上是否有正向之影響。
本研究共回收714份，依據篩選條件共扣除165份無效問卷，有效回收率約為76%，最終以549份有效問卷樣本進行資料分析，採用SPSS Statistics17.0及Smart PLS（V.3.2.8）統計軟體進行分析，結果如下：
一、 願景精神及利他精神的靈性領導對於程序正義、分配正義及互動正義的組織正義之正向影響皆獲得支持。
二、 願景精神及利他精神的靈性領導對於員工任務績效之正向影響皆未獲得支持。
三、 程序正義、分配正義及互動正義的組織正義對於員工歸屬感之正向影響皆獲得支持。
四、 程序正義的組織正義對於員工任務績效之正向影響獲得支持。分配正義及互動正義的組織正義對於員工任務績效之正向影響未獲得支持。
五、 程序正義的組織正義對於人際關係及工作成就的員工幸福感之正向影響皆獲得支持。分配正義的組織正義對於職場薪酬福利、身心層面及生活滿意的員工幸福感之正向影響皆獲得支持。互動正義的組織正義僅對於身心層面之正向影響獲得支持。程序正義的組織正義對於職場薪酬福利、身心層面及生活滿意的員工幸福感之正向影響未獲得支持。分配正義的組織正義對於人際關係及工作成就的員工幸福感之正向影響皆未獲得支持。互動正義的組織正義對於職場薪酬福利、生活滿意、人際關係及工作成就的員工幸福感之正向影響皆未獲得支持。
六、 員工任務績效對於員工歸屬感之正向影響獲得支持。
七、 員工任務績效對於身心層面、人際關係、生活滿意及工作成就的員工幸福感之正向影響皆獲得支持。唯對於職場薪酬福利的員工幸福感之正向影響未獲得支持。
八、 員工歸屬感對於職場薪酬福利、身心層面、人際關係、生活滿意及工作成就的員工幸福感之正向影響皆獲得支持。

When the environment changes, like pay structure and a great improvement in education, everyone looks for a new job in the new generation workplaces, who wants to join a good company and get great salary and benefits. In addition, the leadership style from supervisor, and organizational culture affect employee well-being. This study focuses on spiritual leadership; a supervisor leads employees by the spirit of vision and altruism. It aims to understand whether spiritual leadership positive impact on organizational justice, task performance. Furthermore, it seeks to the interaction with the sense of belonging, and finally affects employee well-being.
714 questionnaires were collected. Excluding 165 invalid questionnaires, resulting in a return rate of 84.9%, and 549 valid questionnaires were returned and were statistically analyzed by using SPSS Statistics 17.0 and Smart PLS (V. 3.2.8). Results are as follows.
1.Spirit of vision and altruism were positively related to procedural justice, distributive justice, and interactional justice.
2.Spirit of vision and altruism were not positively related to task performance.
3.Procedural justice, distributive justice, and interactional justice were positively related to sense of belonging.
4.Procedural justice was positively related to task performance, while distributive justice, and interactional justice were not.
5.Procedural justice was positively related to interpersonal relationship and sense of achievement, while salary and benefit, physical and mental, and life satisfaction were not. And distributive justice was positively related to salary and benefit, physical and mental, and life satisfaction, while interpersonal relationship and sense of achievement were not. And interactional justice was positively related to physical and mental, while salary and benefit, life satisfaction, interpersonal relationship and sense of achievement were not.
6.Task performance was positively related to sense of belonging.
7.Task performance was positively related to physical and mental, interpersonal relationship, life satisfaction, and sense of achievement, while salary and benefit was not.
8.Sense of belonging was positively related to salary and benefit, physical and mental, interpersonal relationship, life satisfaction, and sense of achievement.

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