汽車研發流程由產品企劃、研發、測試驗證、生產製造到銷售回饋，約需花費2~4年的時間，相對於其他產業，開發期間可謂相當冗長。因此以知識主導的汽車研發工作，人才的穩定性是決勝的重要關鍵，如何留住優秀的人才以做好研發工作的銜接及經驗的傳承，長久以來一直是汽車產業所關切的問題，因此研發人員對組織承諾問題，無論在理論上或實務上都值得進一步探討。
本研究的目的在以汽車製造業研發人員為樣本，含蓋領導型態、成就動機、及工作特性三個不同變項探討其對組織承諾的影響。本研究首先以文獻探討結論架構理論模式，其次以相關分析及多變量變異數分析探討領導型態、成就動機、工作特性及組織承諾四個建構間之相關性，最後以結構方程式模式(SEM)，進一步驗證該理論模式中，對上述四個變項建構及其間因果關係結構之適當性。研究結果顯示，領導型態、成就動機、工作特性對組織承諾皆有正向的影響關係，然相較之下，領導型態更具顯著影響力，其次是成就動機及工作特性的認知。此外就關懷型及結構型兩者在衡量領導型態建構上之比較，關懷型之係數強度較結構型高，顯示研發人員比較認同關懷型之領導型態。研究結果亦顯示，研發人員追求成功的過程中，個人內在的駕馭困難動機是成就動機建構上相關性最高之因素，其次是競爭動機及工作導向動機，不在意他人動機的相關性最低；五個工作特性構面則以工作自主性及工作回饋性最高，其次是工作重要性；而工作完整性及技能變化性的相關性最低。在所測試的的三個組織承諾構面中以努力意願及留職傾向之係數強度最高。
本研究結果可以結論當研發人員認為其主管之領導型態為「高關懷、高結構」者，對於研發人員組織承諾之影響應是最有效率的；另外研發主管如能創造出高自主性的工作環境，或在工作設計上充份掌握研發人員駕馭困難及競爭的成就動機特性，也能影響研發人員對組織承諾的強度。

The Automobile design and developing process falls into roughly five phases: product planning, design and development, test and verification, manufacturing and assembly and the feedback from marketing. The design and developing time schedule usually takes two to four years.. Comparing to other industries, the development cycle is quite long. Consequently, stability of human resource is the key successful factor in automobile R&D operation, It has long been the most concerned issue in automobile industry about how to retain good-quality staffs in order that R&D tasks are well connected, and experiences are properly passed on. Therefore, issues as to R&D employees’ organization commitment is worth further study, whether in theory or in practice.

The purpose of this research is to apply Pearson correlation, Multivariate Analysis of Variance and Structural Equation Model to explore how the leadership style perceived, the job characteristic perceived by the R&D employees and the R&D employees’ own achievement motivation affect their organization commitment perception. The results indicate that while the leadership style, achievement motivation and job characteristic all positively impact on the organization commitment, the effecting generated by the leadership style perception seems to be significant and strong than the other two. In addition, as the magnitude of the consideration style in measuring the leadership style construct was much higher than that of the initiating style, it seems that most R&D employees perceive their supervisors are more consideration than initiating in leadership. The research also indicate that the mastery motivation and the competitiveness motivation were the two most important facts on the achievement motivation; and among the five core job characteristics tested, “autonomy” and “feedback” from the job itself were the two dimensions that had the largest magnitudes in measuring the job characteristics construct. Out of 3 tested facets of organizational commitment, effort commitment and retention commitment had the largest magnitudes in measuring the
organization commitment construct.

This research concludes that the R&D employee would have higher organizational commitment perception if they perceive their supervisors are of high consideration-high initiating style in leadership. Besides, the R&D supervisors can improve his subordinate’s organization commitment perception by creating a highly autonomous work environment, or making good use of R&D staffs’ achievement motivations, such as mastery and competitiveness.

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