不同世代員工對組織文化的知覺與偏好
-	 以某國際工程公司個案研究

組織文化形成的來源係始於創辦人的信念及價值觀，後經由組織團體成員的學習經驗，並加入新成員及新領導者所帶入的新信念與價值觀，形成一套管理哲學，並引導組織的運作。組織文化是有其動態性，隨著企業成長、內外部經營環境的變遷，而做必要的調整。當企業的員工人數隨著組織的成長而不斷地累積擴大，員工年齡層也開始有跨世代不同族群的產生，由於不同成長的時空背景與歷程，不同世代的員工各有著截然不同的人生觀、價值觀、工作態度與人際關係，故他們對組織文化的知覺是否一致？與其理想偏好是否會有所差異? 此即是本研究的目的及探討的主題。本研究透過訪談方式，訪問個案公司五位現任或已退休高階主管以及二位不同年齡的資深員工，另外再根據個案公司於2012年10月委託台灣大學研究團隊所做“組織氣候與員工態度調查”，摘錄其中有關員工對組織文化的知覺差異問卷調查結果，做交互應證。研究結果發現，個案公司內不同世代或不同職位的員工，對個案公司文化的認知上都認為是屬於科層型的組織文化。對員工而言，那是一種威權與僵化的負面觀感，但實際上所有受訪員工們心中的理想喜好卻不盡相同，他們期待較屬於「支持型文化」的組織，是以「人」作為關懷的對象，以營造一個開放、和諧、具有家庭溫馨感的工作環境。一個歷史悠久的企業，組織文化的世代傳承已成為企業永續經營的重要課題，另外為了適應時下競爭激烈的經營環境並強化組織的競爭力，組織文化的變革更是另一項確保企業永續經營的重要挑戰 !

關鍵字

組織文化；科層型組織文化；支持型組織文化

並列摘要

THESIS ABSTRACT Executive MBA Program in Finance COLLEGE OF MANAGEMENT NATIONAL TAIWAN UNIVERSITY NAME： Meng-Chih Lin MONTH/YEAR: September, 2013 ADVISER： Hsien-Hsing Liao, Ph. D and Luo Lu, Ph. D TITLE：The Perceptions and Preferences of the Organizational Culture among Different Generations of Employees: A Case Study of an International Engineering Company Organizational culture emanates from the founder’s faith and value system at the early stage of a company. It then becomes a managerial philosophy to guide the company’s operation via the socialization of organizational members and the renewal of faith and value systems brought in by new leaders and employees. Organizational culture is dynamic to enable adjustment in line with the growth of the organization and the evolution of ex/internal operations. Given the continuing business expansion over the years, employees have diversified across the generational spectrum in the case organization. Those employees, aged from 20 ~ 65, have diverse outlooks of life, value systems, working attitudes and interpersonal relationships as they grew up in very different socioeconomic backgrounds and are currently in different stages of life. The purpose of this thesis is to find out whether a gap exists among different generations of employees pertaining to their perceptions and preferences of the organizational culture. The thesis is based on interviews with five current/retired members of the top management team and two senior employees of the case company. In addition, quantitative data were drawn from a survey study conducted within the organization using a representative sampling technique in 2012. The statistical analysis revealed no difference in the perceptions of the organizational culture (i.e. having strong characteristics of a bureaucratic organization), among different generations of employees. Nevertheless, there was a gap between employees’ perceptions and their preferences of the organizational culture. In fact, employees preferred a strong “supportive culture”, in which “people” are always regarded as the first priority in forming a work environment featured with openness, harmony and warmth. Consolidating the organizational culture is a major challenge to the top management team while transforming the organizational culture seems to be another challenge to the company for its sustained growth.