在當代職場中，工作生活平衡已成為組織管理與員工福祉的重要議題。員工不僅需要完成工作角色，也需兼顧家庭、生活與個人發展等非工作角色。隨著 Z 世代逐漸進入職場，其工作價值觀相較於過去世代呈現不同特徵，例如更重視工作意義、成就感、成長與發展機會等。因此，組織如何透過有效支持機制提升員工之正向動機性結果，成為值得深入探討的重要議題。本研究採雙路徑架構進行探討。工作生活平衡支持如何透過心理契約履行，進一步影響情感承諾、工作敬業度與心理蓬勃；並檢驗工作價值觀對此三項動機性結果變項之直接影響。
本研究整合工作需求－資源理論、社會交換理論與心理契約理論，以理解工作生活平衡支持、心理契約履行、工作價值觀與員工正向動機性結果之間的作用機制。研究方法則使用問卷調查，共回收有效樣本558份，並以SPSS與SmartPLS進行資料分析。
研究結果顯示，工作生活平衡支持對心理契約履行具有正向影響；心理契約履行對情感承諾、工作敬業度與心理蓬勃皆具有正向影響，並在工作生活平衡支持與三項動機性結果之間具有部分中介效果。此外，工作價值觀之動機構面對情感承諾、工作敬業度與心理蓬勃亦具有正向影響，顯示當員工越重視工作中的成就感、自我實現與成長發展機會時，越可能展現較高的組織情感連結、工作投入及正向心理狀態。本研究結果有助於理解工作資源、個人資源與心理交換機制對員工工作動機性結果之影響，並提供企業規劃支持制度與人才管理措施之參考。

As contemporary work arrangements become increasingly flexible and the boundary between work and nonwork domains becomes less distinct, work-life balance has become a critical issue for organizations and employees. Meanwhile, the growing participation of Generation Z in the labor market has increased managerial attention to work values, particularly expectations concerning meaningful work, achievement, self-realization, and growth opportunities. This study develops a dual-path framework to examine how organizational and individual resources contribute to three positive motivational outcomes. The first path investigates whether work-life balance support enhances affective commitment, work engagement, and flourishing through psychological contract fulfillment. The second path examines whether motivational work values directly predict these outcomes. Integrating job demands-resources theory, social exchange theory, and psychological contract theory, this study analyzed 558 valid questionnaires using SPSS and SmartPLS. The results show that work-life balance support positively affects psychological contract fulfillment, which subsequently predicts all three outcomes. Psychological contract fulfillment partially mediates these relationships. Motivational work values also positively predict the three outcomes, with the strongest effect on work engagement. These findings demonstrate that positive employee outcomes are shaped jointly by supportive work resources, employees’ value orientations, and their perceptions that the organization has fulfilled its promises and obligations.

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