| Summary: | 碩士 === 中原大學 === 工業工程研究所 === 89 === Charttell（1998） emphasized that if business wanted to obtain an advantage of competitions, invisible human assets in a system could not be ignored and the assets meant interior employee in a company. All the time, it is an important topic in psychology about employee satisfaction and retention. Satisfactory employee would increase performance, upgrade productivity, lower staff turnover, and be of creative and committed. Thus, hi-tech industry wanted to hold core-timber, the implementation of employee satisfaction survey could necessary at the same time.
This research used SERVQUAL presented by Parasuraman, Zeithaml, and Berry（1988）to be a model to measure employee satisfaction of the study. SERVQUAL is used to evaluate service quality, which is defined as〝perceived service quality〞 is the difference between customer 〝perceptions〞 and 〝expectations.〞The research used these two elements to evaluate employee work quality and satisfaction in the workplace, and to take perception-minus-expectations measurement of service quality as an improving index（PZB gap 5）.
The study used questionnaires as the tool and applied to one hi-tech company in Taiwan as an example. Employees were divided into two parts: directors (including engineers) and basic level workers. The items of the questionnaires（quality attribute） based on the worldwide literature relative employee satisfaction theory and research, modified moderately plus the opinions of professional and HRM activities in that company. The dimensions of questionnaires including environment, salary/benefit, management practices, training and culture, promotion, company profit sharing, and vision. This research proceeded by two stages. The first stage used usual survey of importance and satisfaction. The second stage used survey of expectation and perception（all by Likert 5 point Scale）, and compare the result with each other.
The results of this research showed that ：(1) Reliability and validity of this study by using SERVQUAL Model was high. (2) Importance/expectation and satisfaction/perception seemed to be synonymous, but not completely；Importance Scale could clearly to evaluate the hierarchy of need; to measure perceptions used by Perception Scale was sensory than Satisfaction Scale. (3) Staff all placed importance on〝company profit sharing〞and〝vision〞(4) There was a distinct difference on importance for two groups. Directors (including engineers) appreciated the growth needs of promotion and vision; basic level workers put emphasis on existence needs of work environment and salary. (5) To narrow the gap of 〝management practices〞is most useful to promote the overall satisfaction. These results were feedback to the company to improve HRM performance.
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