本研究目的在探討心理賦權對員工創新行為之影響，並探究工作塑造對心理賦權與員工創新行為之間的中介歷程。再者，本研究檢視工作敬業對心理賦權與工作塑造之調節效果。研究採用問卷調查，以台灣企業員工及其主管為研究對象，總共回收239組有效的配對式問卷。其中心理賦權、工作塑造及工作敬業為部屬自評，員工創新行為為主管他評。研究結果顯示，(1)當員工感受之心理賦權高時，其較容易展現工作塑造行為。(2)當員工感受之心理賦權高時，其較容易產生員工創新行為。(3)當員工感受之心理賦權高時，其工作塑造行為上升，進而展現員工創新行為。(4)當員工工作敬業程度越高時，會強化員工心理賦權對其工作塑造之間的關係。根據以上研究討論，提出學術意涵與實務建議、研究限制及未來研究方向。

This research examines the linkage between psychological empowerment and employee innovative behavior, focusing on the mediating role of job crafting. Furthermore, this research investigates the moderating role of work engagement on the relationship between psychological empowerment and job crafting.Drawing from a sample of 239 supervisor-employee dyads data among organizations in Taiwan, the results of this study showed that psychological empowerment related positively to employee innovative behavior. In addition, psychological empowerment also related positively to job crafting. Furthermore, job crafting mediated the relationship between psychological empowerment and employee innovative behavior. Additionally, work engagement moderates the relationships between psychological empowerment and job crafting. Specifically, work engagement strengthens the positive relationship between psychological empowerment and job crafting. Theoretical and practical implications as well as future research directions are discussed at the end.

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