本研究利用整合性科技接受模式（UTAUT）為框架，探討M醫院人力資源管理系統關於員工使用的行為意圖及使用行為。本研究試圖探討績效期望、努力期望、社會影響和促成條件對於行為意圖的影響並探討行為意圖對使用行為的影響。研究對象為M醫院使用人力資源管理系統的員工，通過線上問卷收集資料，共回收162份的有效問卷。採用SPSS 23統計軟體進行數據分析，包括敘述性統計、信度分析、獨立樣本t檢定、Pearson相關係數分析、單因子變異數分析及迴歸分析。
其研究的結果顯示：(1)績效期望、努力期望、社會影響和促成條件與行為意圖和實際使用行為產生正向影響，進一步利用逐步迴歸分析得之影響程度最高的是績效期望，其次是努力期望。(2)不同教育程度對於努力期望及社會影響皆具有顯著差異，進而影響對於行為意圖與使用行為皆有顯著差異。(3)不同服務年資觀察到努力期望、社會影響和促成條件皆具有明顯的不同。(4)不同職系對於績效期望、努力期望、社會影響、促成條件、行為意圖及使用行為都具有明顯的不同。
本研究對於醫院提出以下建議：首先，醫院藉由人力資源管理系統的轉型與導入，可以在導入系統的過程中分階段進行使用說明會，並建立完整的人事資料庫，由人力資源室的各項業務承辦人管控使用權限，讓全院各管理部門可以正確抽取所需要之資料及數據，達成員工、部門及醫院的各項業務及工作指標。

This study uses the Unified Theory of Acceptance and Use of Technology (UTAUT) as a framework to investigate the behavioral intention and usage behavior of employees using the human resource management system at Hospital M. It specifically focuses on the impact of performance expectancy, effort expectancy, social influence, and facilitating conditions on behavioral intention. The study participants are employees at Hospital M who use the human resource management system, and data was collected through online surveys, with a total of 162 valid responses. Data analysis was conducted using SPSS 23 statistical software, including descriptive statistics, reliability analysis, independent samples t-test, Pearson correlation analysis, one-way ANOVA, and regression analysis.
The research results show that: (1) Performance expectancy, effort expectancy, social influence, and facilitating conditions have a positive impact on behavioral intention and actual usage behavior. Further analysis using stepwise regression reveals that performance expectancy has the greatest influence, followed by effort expectancy. (2) Different levels of education show significant differences in effort expectancy and organizational influence, which in turn affect significant differences in behavioral intention and usage behavior. (3) Different years of service experience show significant differences in effort expectancy, organizational influence, and facilitating conditions. (4) Different job categories show significant differences in performance expectancy, effort expectancy, organizational influence, facilitating conditions, behavioral intention, and usage behavior.
This study provides the following recommendations for hospitals: Firstly, through the transformation and implementation of the human resources management system, hospitals can conduct phased training sessions during the system implementation process and establish a comprehensive personnel database. The various business undertakers in the human resources department can control access rights, allowing all management departments in the hospital to accurately extract the necessary data and statistics to achieve various business and work indicators for employees, departments, and the hospital.

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