中華電信公司民營化過程組織變革及成效之研究

Organizational Change and Effectiveness in Privatization Process - A Case Study of Chunghwa Telecom Co., Ltd.

彭洪彬(Hung-Pin Peng)

指導教授 ： 諸承明

中原大學/商學院/企業管理學系/碩士(2007年)

https://doi.org/10.6840/cycu200700264

摘要

我國政府為因應電信自由化、國際化的來臨，於1989年起，開始推動公營事業民營化之政策，中華電信於政府政策的指導下，遂於1996年將行政官署的電信總局，改制為國營的電信公司，再於2005年8月12日完成民營化。中華電信組織變革自1996年公司化時即已展開，歷今已屆11年，民營後更加快速進行。身為國內通信服務業的龍頭，擁有龐大的資產，與民眾日常生活息息相關，任何變革舉措都動見觀瞻。
本研究主要在探討個案公司民營化過程組織結構、人力運用及薪資結構等三個階段變革及成效，同時為了彌補文獻資料之不足，求得更為正確完整之資料，本研究並採個案訪談方式，訪談結果經與文獻資料彙整歸納，得出以下變革成效之結論。
一、透過資源分享及人力資源優勢，強化應變機制，提升公司競爭力與執行力。
二、專案優退精簡人力，大幅降低人事費用，並紓緩年齡老化問題，引進新血，增加企業活力。
三、員工生產力獲得大幅成長，提升員工價值。
四、充分運用外包人力，節省用人費用支出，提高人力運用價值。
五、薪資結構的變革達成激勵性功能，且薪資調整作業富有彈性、提升主管核心權力。

對後續研究者之建議：
一、本研究個案中華電信公司，由於民營化時間不長（尚不及二年），民營化後成效之呈現，因囿於時間稍嫌短暫，建議後續研究者以較長的時間追蹤，再觀察分析業者經營發展策略有無差異，及其對經營績效之影響。
二、中華電信民營化過程艱辛，釋股過程爭議不斷，建議後續研究者對國內準備或即將民營化的大型國營事業，研究未來釋股如何避免重蹈中華電信之覆轍。

關鍵字

民營化 ； 中華電信 ； 自由化 ； 組織變革

並列摘要

In Taiwan, in response to the approach of liberalization & internationalization of telecommunication business, the government started the privatization of public enterprise from 1989. Chunghwa Telecom Co., Ltd. (the former was Telecom Bureau under Executive Yuan) began its privatization in 1996, and completed it on August 12, 2005. The organization change has been developing for 11 years since 1996, and accelerated the process after privatization. As a leading company in telecommunication service industry, which owns great assets and has intense connection with general life, each movement of the change always brings great affect to the society.
This study mainly explores the 3-stage changes and effectiveness of organization structure, manpower utilization and compensation structure during the process of privatization of the case company. In order to reinforce the shortage of literature as reference, this study adopts interview method to acquire more and accurate information. After summarized the interviewed data and information, the conclusion is as below:
1. Through resources sharing and human resource strength, to consolidated contingency system, and uplift company competition and execution.
2. To encourage early retirement with better incentive for manpower compression, to decrease the operation cost, slow down the aging of organization, and inject new blood into organization to increase the energy.
3. To rise up employees’ productivities, and strengthen their value.
4. To use duly the outsourcing manpower, save personnel expense and increase the value of manpower utilization.
5. The compensation structure change should be with the function of motivation, and with elasticity, to enhance core power of management level.
Suggestions to future study:
1. The case company completed the privatization for 2 years only, the effectiveness is hard to present in such a short time. Suggest the researcher should observe longer period of time to obtain more accurate information, investigate the difference on management strategies, and analyze the affection of operation performance.
2. There were lots of difficulties and disputes on stock share releasing during the process of privatization. Suggest the researcher should study the large public enterprises going to do privatization in Taiwan, how to avoid the same problems as the case company in future.

並列關鍵字

Liberalization ； Chunghwa Telecom Co. Ltd ； Organizational Change ； Privatization

參考文獻

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