推動當責文化之關鍵成功因素–以G公司為例

「負責」與「當責」兩者間界定不管在行為或意涵上，一直都是近年來管理者在管理模式上比較難拿捏及貫徹執行的部分。但是組織內成員對於組織發展都是不可或許的一個重要小螺絲，其行為模式也與所屬企業的組織文化緊密連結，最終的目的及目標不僅是能夠持續為企業創造更亮眼的營運成果，也能在變化劇烈的大環境下持續保有強大競爭力。從組織成員個人乃至組織文化的形塑變化，延伸「負責」到「當責」的階段及行為模式上的全面改變，皆非一蹴可幾。推動過程中也可能造成組織內不管是各屬性不同的部門或是組織成員間有許多的摩擦，如何做到從全員參與、全員認同，並且能夠無痛的達成變革，都需要探究其中重要的啟動因子，當歸納出因子後，即能更深一層的去探究因子彼此間所具有的因果關係，最終也能幫助企業在推動上找到更核心、更有效益成功推動方式。本研究主要探討個案G公司推動當責文化的關鍵成功因素，透由訪談確認了9項關鍵成功因素分別為舉辦當責活動競賽、發行當責報刊物、運用廣播系統分享當責概念、建構組織當責獎勵制度、宣揚上行下效的當責觀念、鼓勵員工個人當責行為、將當責推動列為組織營運目標、列為組織的核心職能項目及推動OKR制度導入及執行。並針對G公司現任在職員工共發放25份問卷進行調整，透由本研究找到了彼此間的因果關係，結果也顯示對G公司而言最重要的起源因子為建構組織當責獎勵制度，也從研究中發現對於各因子間有承上啟下的連結為重要關鍵。最後，根據本研究結果進行討論，並對實務及後續研究提出建議及本研究的限制。

關鍵字

組織文化；當責；關鍵成功因素

並列摘要

It has been a challenge for administrators to distinguish “responsibility” and “accountability” theoretically and practically; incorporating the difference in managerial models has also been a challenge, too. Each member of the organization plays a significant role in the development of the organization; the employees’ behavioral models are also closely related to the organization’s culture. The ultimate purposes and goals are creating better operational performance for the corporate, and to keep the competitiveness in the rapidly changing environment. It takes time to change from the stages of “responsibility” to that of “accountability” for behavioral model at the personal level and the level of corporate culture. While promoting the innovative measures, there might be disagreements between members or between departments taking charges of different tasks. Thus, it is necessary to study the factors that can initiate a painless innovation process with participation and recognition of all organization members. After the factors are deduced, it is possible to further study about the causal relation between the factors, which can ultimately help the company to find more significant and more efficient ways to promote the innovations successfully. This study focuses on the key success factors for promoting the corporate culture of accountability in Company G. Through interviews, nine key success factors were identified, including: organizing competitions related to accountability, issuing publications about accountability, using bulletin system to share the idea of accountability, establishing a reward system of accountability, promoting concept of accountability with a top-down management approach, encouraging employees’ behaviors of accountability, listing promotion of accountability as an operational goal and the core on-the-job training item of the company, and introducing and practicing OKR system. Then, 25 questionnaires were distributed to the current employees to ask for their opinions for adjusting the system. Through the research, the cause-effect relations between factors were found. The results also indicate that the most important initiative factor for Company G is establishing a reward system of accountability, which was proven to play a key role in connecting the top and bottom of the management system. In the last section, the results of the study are discussed, suggestions about actual practices and follow-up studies are mentioned, and limitations of the current research are proposed.