[[alternative]]A Study on a Relationship between Employees' Psychological Contract and Organizational Efficiency to Incentive Travel and Internal Marketing

[[abstract]] 公司組織為了提升績效，善盡內部行銷的特質帶動整個組織的氣氛、員工學習、業績提升等等，對於員工內部行銷過程中，也使用不同的方式激勵員工，使員工對公司組織更有認同感與向心力，若公司組織精心設計的一項令員工難忘的旅遊，做為獎勵更能提升員工心理契約以及組織績效。但員工對於獎勵旅遊真正的觀點與需求，對於公司組織也是公司組織需要考量的一個部分。過去大部份有關獎勵旅遊的研究，主要考量獎勵旅遊在公司組織的觀點與其重要性，較少以員工為出發觀點考量，因此本研究將以員工為研究對象進行問卷調查，採用結構方程模式進行研究與分析，研究結果顯示：1、內部行銷對於獎勵旅遊有顯著影響；2、內部行銷對於心理契約有顯著影響；3、內部行銷對於組織績效有顯著影響；4、獎勵旅遊對於心理契約無顯著影響；5、獎勵旅遊對於組織績效有顯著影響；6、心理契約對於組織績效無顯著影響。研究結果發現，員工認同獎勵旅遊的辦理，員工對於心理契約部份，可能因員工特性不同而產生不同的看法，整體而言對於組織績效都具有不同程度影響性。[[abstract]] By a way of internal marketing, it is not merely helpful to motivate a company or organization’s evaluation far more efficient, such as for organizational climate, employees’ learning, and valuation, but also makes employees have positive organization identification and centripetal force. If a company provides employees an unforgettable and distinct travel, such incentive travel could help to evaluate internal efficiency and employees' psychological contract. However, it is ostensive that previous studies on incentive travel far more draw attention to a company’s considerations, and seldom focus on employees’ concerns. In this regard, this paper aims to do a survey from employees’ side, and analyze all available questionnaires by Structural Equation Modeling approach for exploring employees’ viewpoints to this internal marketing. As the result shows, A. internal marketing has particular and positive influences to incentive travel; B. internal marketing has particular and positive influences to psychological contract; C. internal marketing has particular and positive influences to organizational performance; D. incentive travel has no particular influences to psychological contract; E. incentive travel has particular and positive influences to organizational performance; and, F. psychological contract has no particular influences to organizational performance. Based upon aforementionedobservation, it is surely that employees indeed have different perspectives to incentive travel, psychological contract, and overall, presents certain levels of influences on organizational performance