員工轉職與跳槽已是職場的常態。人才流失背後代表著人力資源成本的增加，不僅影響企業組織競爭力，核心員工的退出更衍生關鍵技術及智慧資產的流失。員工的轉職因素，從外在動機來說，是追求理想中的職業道路及工作環境（如更高的薪資、更好的公司政策）﹔而內在動機，是在工作中實現自我及追逐成就感（如成長創新、快樂工作）。
本研究旨在瞭解新進員工的轉職前薪資滿意度如何透過工作轉換滿意度影響其轉職後的組織承諾，結合自我決定論、相對剝奪理論、適應理論為基礎，以員工轉職行為的內在動機因素增加新的視角，藉由工作轉換滿意度之中介效果，探討新進員工轉職前的知覺屈就及轉職後的領導-成員交換作為調節效果。
本研究採用兩階段蒐集資料，針對有轉職工作經驗的人選進行調查，為確保內部及外部結果推論性，本問卷調查由來自台灣（集體主義國家）及法國（個人主義國家）的員工所組成。根據312份有效樣本的分析顯示，當員工認為轉職前的知覺屈就過高時，前公司與現職公司的薪資滿意度（即薪資收入和薪資政策）對於員工轉職滿意度有顯著的影響。
本研究結果亦顯示工作轉換滿意度與轉職後的薪資滿意度是構成新進員工組織承諾不可或缺的因素，當新進員工感受到高質量的領導-成員交換關係，更強化了工作轉換滿意度與現職薪資滿意度的關係。本研究對於新進員工的組織承諾具有理論貢獻及實務意涵，文中將進行細部之探討。

Personnel turnover and job-hopping are common realities in any organization. Not only does the turnover of talented employees signify the loss of a part of the organizational competitiveness, but it also induces the cost of the firm’s human resource management practices. From the perspective of extrinsic motivation, employees’ job switching behavior implies the opportunity to pursue a desirable career path or seek ideal work conditions, such as higher income and better corporate policies. For the intrinsically motivated job transition, individuals’ intention of job switching may result from the need to gain a sense of achievement from their work. To explore employees’ job switching behavior, this study investigates organizational newcomers’ commitment to the current firm by probing into the effects of income satisfaction at the previous company and the experience with job transition. Drawing upon the self-determination theory, relative deprivation theory and adaptation theory, we explore how newcomers’ organizational commitment is affected by their perceived overqualification and leader-member exchange, the two drivers of employees’ intrinsic motivation. This study adds to the existing literature on the income-commitment dynamics through testing a moderated mediation model with job switching satisfaction as the mediator moderated by perceived overqualification in the previous company and leader-member exchange in the current firm. We tested the hypotheses by using a sample of 312 new employees who had job switching experience. The data were collected with a longitudinal and transcultural design to ensure the findings' internal and external validity. Precisely, our sample consists of employees from Taiwan (a collectivism-oriented country) and France (an individualism-oriented country). Our findings suggest that employees’ relative income satisfaction (i.e. salary level and income policy) between the previous firm and the present company determines their job switching satisfaction when they perceived they are overqualified in the former job. More importantly, the newcomers’ job switching satisfaction and income satisfaction at the current company are integral parts of their organizational commitment, but their relative importance is contingent on the employee-perceived leader-member exchange. Implications of our findings for research and practice are discussed.

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