摘 要 本研究的目的是研究在企業併購中員工投入度是否受企業併購而有所影響,並透過文獻調查法、線上問卷調查法/員工投入度調查(Colleague Engagement Survey)加以研究分析,依本研究結果顯示,歸納以下4點之結論: 1. 企業在進行購併時,事先詳盡的規劃和多多溝通可以使新組織的員工投入度上升。 2. 企業購併時公司應即早挑選關鍵人員,儘速做出好的人事佈局。組織藉由施行高投入人力資源管理實務來提升員工投入度,是非常重要的課題。 3. 企業購併也是一種組織變革與重整,這將有助於人才發展與員工投入度的提升。 4. 購併後應重新檢討整合後之績效評估與管理,而建立公司新的遠景和企業文化是當務之急,以確保新組織每一位同仁朝同一方向前進,達成合併後公司之目標。 關鍵字:企業併購、員工投入度、組織變革、人才發展
Abstract The purpose of this study is to explore the difference of employee engagement under merger and acquisition of Pfizer company. The research results indicate that: 1. Under M&A, well preparation in advance and comprehensive communication plan will increase employee engagement level. 2. Under M&A, the talent deployment and management is the most important success factor. 3. Under M&A, organization restructuring will benefit people development and increase employee engagement level. 4. Under M&A, for ensuring every colleague in the new company move forward to the same goals, the enterprise has to build a new vision and mission. Keywords: Merger & Acquisition, Employee engagement, Organization restructuring, People development