過去50年，僱用的彈性和分化是員工組織關係（EOR）的重要趨勢。在這些趨勢下，組織更具競爭優勢，卻也面臨更多管理的挑戰。思考組織員工關係有助於多元僱用的管理，現今的管理方式是否能夠獲得持續性的競爭優勢是我們必須思考的問題。組織是組織員工關係中的關鍵角色，能在組織員工關係中發揮實際作用；過去組織員工關係的研究，大多聚焦於組織員工關係對員工行為或表現的關注，組織提供獎酬與誘因以交換員工產生組織期望的貢獻，如組織承諾、工作績效。然而，當僱用的彈性和分化將組織員工關係從傳統轉移到更複雜的關係時，員工面對更不穩定、更模糊的就業形式，勢必會衝擊原有的組織員工關係，故組織應同時關心員工的需求以追求組織效益。換言之，我們需要藉由不同的觀點探討組織員工關係。代理理論定義組織中主理人(組織)與代理人(員工)的關係，驅使我們重新思考組織員工關係。自我利益是員工和組織之間衝突的核心假設，嵌入社會背景以減少衝突能提升管理效能。而激勵對組織治理具重要作用，特別是趨使員工努力達成組織目標。因此，本研究以代理理論闡述員工與組織關係，並討論外在激勵和內在激勵如何影響組織問題和組織代理成本，進一步架構出員工與組織關係的干擾中介模型，以作為實證基礎。
本研究中，我們以主管-員工配對問卷收集了金融業（包括銀行、證券/保險公司）和台灣新竹科技園區（HSP）高科技企業的研究樣本，包括749名員工和172名管理者的有效樣本。迴歸分析結果顯示：(1)外在激勵與組織代理成本呈現負向相關。(2)組織代理問題對於外在激勵與代理成本之間具中介效果。而且，(3)透過調節中介的驗證，內在激勵能使外在激勵透過代理問題對代理成本產生更強的間接影響。最後討論本研究在理論與實務上的意義，希望本研究能協助組織在多元僱用模式下，發揮最佳的管理效益。

Flexibilization and fragmentation of employment have remained important trends in employee-organization relationships (EORs) during the past fifty years. Under these trends, organizations have gained more competitive advantages, but entailed more challenges for management. Apparently, EOR should be applied in dealing with multi employment. Moreover, we must ask the question: Does management meet sustainable competitive advantages in today’s world? Based on EOR, we agree that the organization is a critical player with a hands-on role in EOR. EOR in past researches focuses on the EOR and employee behavior or performance in particular, with the organization providing rewards and incentives in exchange for employee contributions to realize organizational expectations, such as organizational commitment and job performance. However, when flexibilization and fragmentation shift the EOR from a traditional and single relationship to a more complex relationship, and employees face an insecure, instable, and more ambiguous form of employment that is bound to impact the original EOR. Therefore, an organization should pay attention to employee concerns in order to enhance an organization’s benefits. In other words, we need to look at EOR through a different perspective. Agency theory defines and prescribes a set of relationships in an organization. Self-interest is the core assumption to explore the nature of the conflict between employees and an organization; however, it will be embedded in a social context to reduce the conflict for realizing management effectiveness. Motivation has played the critical role in government, especially in driving employee efforts. Thus, this research expounds on the EOR by using agency theory, and discusses how extrinsic and intrinsic motivation affect an organization's agency problems and cost, and further completes the moderated mediation model of the EOR on an empirical basis.
For this research, we collected manager-employees matched quantitative data throughout the financial industry (including Bank, Stock/Insurance companies) and high-technology organizations of Hsinchu Science Park (HSP) in Taiwan, including 749 employees and 172 of their corresponding managers. The results of regression analysis showed that: (1) Extrinsic motivation is negatively related to an organization’s agency cost; (2) an organization’s agency problems influence the relationship between extrinsic motivation and agency cost; (3) the indirect effect of extrinsic motivation on an organization’s agency cost through the organization’s agency problems is moderated by intrinsic motivation. Finally, theoretical and practical implications of our findings are discussed.

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