摘 要 本研究旨在瞭解台灣菸酒公司之員工在公營事業民營化過程中 ,對組織變革的認知、態度與工作滿意的情況,希望藉由相關問題之分析,探討台灣菸酒公司員工在組織變革過程中,對相關變革的認知、態度及工作滿意之關聯性及其差異性。研究目的歸納如下: 一、瞭解在民營化過程中員工對組織變革的認知程度與組織變革的態度是否有顯著正相關。 二、瞭解在民營化過程中員工對組織變革的態度與工作滿意是否有顯著正相關。 三、瞭解在民營化過程中員工對組織變革的認知程度與工作滿意 是否有顯著正相關。 四、探討不同屬性員工在民營化過程中對組織變革的認知、態度、工作滿意是否有顯著差異。 本研究採用問卷調查法進行研究,總計發出780份問卷予台灣菸酒公司所屬單位不同階層之員工填答,約佔台灣菸酒公司總人數6,623人之11.78%,回收有效樣本數559份,有效回收率71.67%。並利用 SPSS 10.0 統計軟體,進行敘述性統計分析、信度分析、Pearson相關分析、T檢定、變異數分析、複迴歸分析等統計方法來驗證本研究之假設。經分析後,獲致的結論如下: 一、民營化組織變革的認知與變革的態度,除「市場導向的認知」外,有顯著正相關。 二、民營化組織變革態度與員工工作滿意有顯著正相關。 三、民營化組織變革的認知與員工工作滿意有部份顯著正相關。 四、不同屬性員工在組織變革的認知、態度、工作滿意各變項間有部份顯著之差異。
Abstract The purpose of this study is to understand the situations of Taiwan Tabacco & Liquor Corporation (TTL) employees’ organizational change cognition, attitude and job satisfaction. Based on several relative analysis, we hope to understand the relationships and difference of TTL employees’ organizational change cognition, attitude and job satisfaction when TTL during organizational change of privitization of state-owned enterprises (SOEs). The goals of this study are as follows: 1. To research the relationships on organizational change cognition to organizational change attitude. 2. To research the relationships on organizational change attitude to job satisfaction. 3. To research the relationships on organizational change cognition to job satisfaction. 4. To understand the different degrees of TTL employees’ organizational change cognition, attitude and job satisfaction on different attributes employees. This study adopts the method of investigation through questionnaires, 780 questionnaires were distributed and 559 effective ones were returned, It`s about 71.67%. SPSS version 10.0 (Statistical software) was utilized to conduct descriptive statistical analysis, reliability analysis,independent samples t-test, analysis of variance, correlation analysis and liner regression analysis for testing the hypotheses of this study. The results of this study are shown as follows: 1. There are significant relationships on organizational change attitude from organizational change cognition except marketing orientation cognition. 2. There are significant relationships on job satisfaction from organi-zational change attitude. 3. There are partial significant relationships on job satisfaction from organizational change cognition. 4. There are partial significant differences on organizational change cognition, attitude and job satisfaction among different attributes employees.