本研究目的：1. 探討對於感情承諾, 繼續承諾, 和规范承诺以及辭職動機有顯著影響的因素，2. 檢驗員工與企業文化適合度(person cultural fit) 對於組織承諾的三個因素(感情承諾, 繼續承諾, 和规范承诺)的影響以及辭職動機的影響，3. 探討察覺文化適合度對於三個因素(感情承諾, 繼續承諾, 和规范承诺)以及辭職動機的影響在促進焦點與預防焦點員工之間.
問卷總份發出總數為250份，其中回收了223份(回收率為85.76%)，其中209份資料可以作為其他用途的資料處理。 主要分析方法為單因子變異數分(One way-ANOVA）以及多元迴歸分析(Multiple Regression)，用來檢驗假設命題。
本研究發現如年紀、婚姻狀況、工作年資長度等等的人口統計變量變數以及察覺文化適合度(perceived cultural fit)對於(感情承諾, 繼續承諾, 和规范承诺) 等三個因素有顯著的影響。
本研究也發現員工文化認同度越高，所表現出來的感情承諾 (在六個層面的組織文化), 繼續承諾 (在主导特征, 领导风格, 和组织凝聚) 和规范承诺也越高(在主导特征, 领导风格, 员工管理, 组织凝聚, 和战略重点)，但是員工文化認同度越高，反應出的辭職動機較低 (在六個層面的組織文化)。
最後，本研究也體現了不同的員工與企業文化適合度對於感情承諾, 繼續承諾, 和规范承诺的影響，以及員工與企業文化適合度對於員工辭職動機的影響在促進焦點與預防焦點員工之間。

This research intends (1) to identify the factors which have significant impacts on influencing affective, continuance, and normative commitment, as well as intention to leave. (2) to examine the effect of person-culture fit on three components of organizational commitment (affective, continuance, and normative commitment) and intention to leave, and (3) to investigate the different effects of person-culture fit on affective, continuance, and normative commitment, as well as intention to leave between promotion and prevention-focused employees. A total of 250 data were distributed, 223 of them were collected (85.76% response rate), and a total of 209 data could be used for further data processing. One way-ANOVA and multiple regression analysis were the main procedures used to test the hypothesizes.
The present research’s findings identified that demographic variable such as age, marital status, and length of employment, as well as person-culture fit have significant influences on affective, continuance, normative commitment, and intention to leave.
The present research also found that employees with a higher person-culture fit show a higher level of affective commitment (across six dimension of organizational culture), higher level of continuance commitment (for dominant characteristic, organizational leadership, and organizational glue dimensions), higher normative commitment (for dominant characteristic, organizational leadership, management of employees, organizational glue, and strategic emphasis dimensions), and lower intention to leave (across six dimension of organizational culture).
Finally, the present research also demonstrated the different effects of person-culture fit on affective, continuance, and normative commitment, as well as intention to leave between employees with promotion and prevention orientations.

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