隨著全球化競爭加劇及產業環境快速變遷，企業如何留住關鍵人才、降低員工流動率，已成為永續經營的重要課題。尤其水泥產業具有高粉塵、高噪音、高風險及高度依賴技術經驗傳承等特性，近年更面臨高齡化與缺工問題，使員工留任議題益發重要。因此，本研究以水泥產業員工為研究對象，探討工作環境、組織認同、勞動條件與留任意願之間的關係，並進一步檢驗組織認同之中介效果及勞動條件之調節效果，以建構較完整之員工留任意願研究模型。
本研究以台灣水泥產業員工為研究對象，採問卷調查法進行資料蒐集，共回收225份有效問卷。研究工具包含工作環境、組織認同、勞動條件及留任意願等量表，並運用SPSS 27及PROCESS 巨集進行信度分析、效度分析、相關分析、迴歸分析、中介效果分析及調節效果分析，以驗證各研究假設。
研究結果顯示：（1）工作環境對組織認同具有顯著正向影響；（2）工作環境對留任意願具有顯著正向影響；（3）組織認同對留任意願具有顯著正向影響；（4）組織認同在工作環境與留任意願之間具有部分中介效果；（5）勞動條件對工作環境與留任意願之關係未具有顯著調節效果；（6）勞動條件對組織認同與留任意願之關係具有部分調節效果。此外，透過 PROCESS Model 15 進一步檢驗調節式中介效果，結果顯示調節式中介指標未達顯著水準，表示勞動條件無法顯著調節工作環境經由組織認同影響留任意願之間接效果。
本研究之理論貢獻在於整合工作環境、組織認同、勞動條件與留任意願等變項，並驗證組織認同之中介角色及勞動條件之情境作用，補充過去研究多以單一變項探討留任意願之不足，同時將研究情境延伸至水泥產業。在實務意涵方面，研究結果建議企業應優先改善工作環境、強化組織認同、完善勞動條件及建立人才培育與知識傳承機制，以提升員工留任意願，降低人才流失風險，並增進企業永續經營與競爭優勢。

With the intensification of global competition and the rapid transformation of in-dustrial environments, retaining key talents and reducing employee turnover have be-come critical issues for sustainable organizational development. This issue is particu-larly important in the cement industry, which is characterized by high levels of dust exposure, noise, occupational risks, and a strong dependence on technical expertise and experience transfer. In recent years, the cement industry has also faced challenges as-sociated with an aging workforce and labor shortages, making employee retention an increasingly important concern. Therefore, this study focuses on employees in the ce-ment industry and examines the relationships among work environment, organizational identification, labor conditions, and retention intention. Furthermore, the mediating effect of organizational identification and the moderating effect of labor conditions are investigated to establish a more comprehensive model of employee retention intention.

This study adopted a questionnaire survey method to collect data from employees working in Taiwan’s cement industry. A total of 225 valid questionnaires were ob-tained. The research instruments included scales measuring work environment, organi-zational identification, labor conditions, and retention intention. Data were analyzed using SPSS 27 and the PROCESS Macro. Statistical analyses included reliability anal-ysis, validity analysis, correlation analysis, regression analysis, mediation analysis, and moderation analysis to test the proposed hypotheses.

The empirical results revealed that: (1) work environment had a significant posi-tive effect on organizational identification; (2) work environment had a significant positive effect on retention intention; (3) organizational identification had a signifi-cant positive effect on retention intention; (4) organizational identification partially mediated the relationship between work environment and retention intention; (5) labor conditions did not significantly moderate the relationship between work environment and retention intention; and (6) labor conditions partially moderated the relationship between organizational identification and retention intention. In addition, PROCESS Model 15 was employed to further examine the moderated mediation effect. The re-sults indicated that the index of moderated mediation was not statistically significant, suggesting that labor conditions did not significantly moderate the indirect effect of work environment on retention intention through organizational identification.

The theoretical contribution of this study lies in integrating work environment, organizational identification, labor conditions, and retention intention into a compre-hensive research framework. The findings verify the mediating role of organizational identification and the contextual role of labor conditions, thereby addressing the limi-tations of previous studies that primarily focused on single determinants of retention intention. Furthermore, this study extends the application of employee retention re-search to the cement industry. From a practical perspective, the findings suggest that organizations should prioritize improving the work environment, strengthening organ-izational identification, enhancing labor conditions, and establishing effective talent development and knowledge transfer mechanisms. Such efforts can increase employ-ees’ retention intention, reduce the risk of talent loss, and enhance organizational sus-tainability and competitive advantage.

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網路部分
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