危機文化與敬業之研究－以航空業為例

員工的工作敬業態度影響著對組織的向心力，組織的敬業態度則影響著企業的生存。在許多的研究裡，大多指向在職場上滿足安全、意義與勝任等三方面心理需求才會有敬業表現，只要提到敬業皆以正面論述表現，而以壓力論述來激發敬業因子的資料則較為卻乏。研究生做為航空從業人員，於所在職場中發現，當企業將生存危機意識時常灌輸於員工觀念上，逐漸形成公司文化時，壓力下所激發的敬業度是不容小覷。國內 C 航與 E 航兩大航空公司規模相當，但獲利卻不相同。研究生經由兩家公司的訪談與分析其企業文化後，清楚比較出兩家員工對企業生存壓力與危機意識感受全然不同，當生存危機壓縮雙因子理論(Two-Factors Theory)滿意程度時，敬業的存在維繫於保健因素，例如:薪水或公司政策及制度上。 C 航航空長年在國營企業體制下穩定生存，實施官方派遣之董事長制。資方與勞方為保護各自利益不斷尋求帄衡，如在企業端頇降低成本以符合營運績效時，工會擁有絕對力量去做導向。企業的內部競爭壓力感受大於外部施加，一個相對使員工壓力感較低的環境下，敬業度也處於低幅度的表現。 E 航航空將外界常態性的競爭壓力透過內部的企業文化轉化給員工，藉由外界競爭壓力來形成員工群體生存危機意識，進而提高對組織的貢獻；當提供的薪資較業界稍高，便被動性地提升員工敬業度使績效增加，以此保有企業競爭優勢與獲利。

關鍵字

危機文化；敬業

並列摘要

The attitude of employees affects the driving force of the organization, and the attitude of the organization affects its chance survival. In many studies, most points to the satisfaction of the three psychological needs: Of safety, purpose and competence in his/her performance. As long as professionalism is expressed in a positive way, the three psyche stimulates the professional factor by applying stress. In the aviation industry, graduate students find in their workplaces that when companies instill a sense of need to survive a crisis, this gradually forms the corporation’s culture, the level of output produced by pressure must not be underestimated. The two major domestic airlines, Evergreen and China Airlines, are of similar scale but their profits differ. After interviewing the two companies and studying their corporate culture, the graduate students clearly compared the two employees’ feelings about survival under stress and crisis management of the their employer. When the two-factor theory (Two-Factors Theory) is satisfied in conjunction with being able to survive, they dedicate themselves, e.g. factors such as salary or company policies systems. China Airlines has been living steadily under the state-owned enterprise system for many years and has implemented an government appointee system. The state-employer and the laborers constantly seek a balance to protect their own interests. For example, when the company must reduce costs to meet operational performance, the union has the absolute power to guide it. The internal competition pressure of the enterprise is greater than the external pressure, and in a relatively comfortable environment for employees, the level of output is greatly reduced. EVA Air transfers the normal external pressure of competition to its employees through its internal corporate culture, and through external competitive pressure, it creates a sense of crisis in the survival of its employees, thereby increasing an employee’s contribution to the organization; when the salary provided is slightly higher than that of the industry, it Improves an employee output to better performan, so as to maintain the company's competitive edge and profit.