員工敬業度是現代組織管理中備受關注的核心議題，不僅影響員工的工作熱情與投入程度，更是決定組織績效、創新能力與員工留任率的關鍵因素。在競爭激烈的商業環境中，如何有效提升員工敬業度已成為組織面臨的重要挑戰。然而，敬業度的提升並非僅依賴個人意願，而是受到工作環境支持性、主管領導行為適切性以及績效評估制度公平性等多重組織因素的複雜影響。
本研究基於工作需求-資源模型的理論基礎，深入探討工作環境、領導行為與績效評估如何交互作用並影響員工敬業度。工作需求-資源模型將工作特徵分為工作需求與工作資源兩大類別，其中工作資源能激發員工的內在動機並促進敬業度，而工作需求若過度則可能導致員工倦怠與敬業度下降。
研究目的在於建構一個整合性的理論模型，系統性地探討領導行為對員工敬業度的直接影響效果、績效評估與工作環境在領導行為與敬業度關係中的中介作用機制、績效評估公平性對員工敬業度的影響路徑，以及建構並驗證領導行為、績效評估、工作環境與敬業度之間的序列中介模型。
本研究採用量化研究方法，透過結構化問卷調查收集實證資料。研究工具包括工作環境量表、領導行為量表、員工敬業度量表以及績效評估量表。資料分析採用多階段統計方法，首先進行敘述統計與相關分析，接著使用驗證性因素分析檢驗測量模型的建構效度與適配度，最後透過結構方程模型檢驗假設關係並進行中介效果分析。
研究結果顯示，研究發現領導行為顯著影響績效評估公平性與敬業度，並對工作環境塑造具有重要作用。績效評估的公平性對工作環境與敬業度均有正向影響，支持性工作環境能有效提升員工敬業度。中介效果分析顯示，領導行為透過績效評估與工作環境對敬業度產生間接影響，形成序列中介效果，證實各變數間的交互作用機制。
本研究成功建構並驗證了工作環境、領導行為、績效評估與員工敬業度之間的整合性理論模型，揭示了這些變數間的複雜互動關係與影響機制，為組織提升員工敬業度提供了科學化的策略方向。
在實務意涵方面，研究結果為組織管理實務提供了具體的策略指導：組織應重視工作環境的建構，提供充足的資源與支持系統；積極培養主管的領導能力，強化與員工的情感連結；建立公平透明的績效評估制度，提升員工對組織的信任感；採用整合性的人力資源管理策略，同時關注環境、領導與評估三個關鍵面向。

Employee engagement is a core issue in modern organizational management, influencing not only employees' enthusiasm and commitment to work but also determining organizational performance, innovation capabilities, and employee retention rates. In today's competitive business environment, effectively enhancing employee engagement has become a significant challenge for organizations. However, improving engagement does not solely rely on individual willingness but is influenced by multiple organizational factors, such as the supportiveness of the work environment, the appropriateness of leadership behavior, and the fairness of performance appraisal systems.
This study, based on the Job Demands-Resources (JD-R) model, explores how the work environment, leadership behavior, and performance appraisalinteract and impact employee engagement. The JD-R model divides job characteristics into two categories: job demands and job resources. Job resources can stimulate employees' intrinsic motivation and promote engagement, while excessive job demands may lead to burnout and decreased engagement.
The purpose of this research is to construct an integrated theoretical model to systematically examine the direct effects of leadership behavior on employee engagement, the mediating role of performance appraisal and work environment in the relationship between leadership behavior and engagement, the impact pathways of performance appraisal fairness on employee engagement, and to establish and validate a sequential mediation model involving leadership behavior, performance appraisal, work environment, and engagement.
A quantitative research method was adopted, collecting empirical data through structured questionnaires. Research tools included scales measuring work environment, leadership behavior, employee engagement, and performance appraisal. Data analysis involved multiple stages: descriptive statistics and correlation analysis, confirmatory factor analysis to test the construct validity and fit of the measurement model, and structural equation modeling to test the hypothesized relationships and conduct mediation effect analysis.
The results revealed that leadership behavior significantly impacts the fairness of performance appraisal and employee engagement, while also playing a crucial role in shaping the work environment. The fairness of performance appraisal positively influences both the work environment and engagement, and a supportive work environment effectively enhances employee engagement. Mediation analysis showed that leadership behavior indirectly influences engagement through performance appraisal and the work environment, forming a sequential mediation effect, thereby confirming the interactive mechanisms among variables.
This study successfully constructed and validated an integrated theoretical model linking the work environment, leadership behavior, performance appraisal, and employee engagement, uncovering the complex interactions and influence mechanisms among these variables. It provides scientific strategic directions for organizations to enhance employee engagement.
In practical terms, the findings offer concrete strategic guidance for organizational management: organizations should prioritize building supportive work environments, providing sufficient resources and support systems; actively develop leadership capabilities, strengthening emotional connections with employees; establish fair and transparent performance appraisal systems to enhance employees' trust in the organization; and adopt integrated human resource management strategies that address the three critical dimensions of environment, leadership, and evaluation.

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