國軍為因應國家戰略方針改變,適應域性衝突,有效提升戰力,針對兵力結構進行調整,自民國89年迄今陸續實施精實案、精進案、精粹案等組織改革方案也造成人事異動頻繁及嚴重衝擊人員士氣。而馬總統在接見「國家亞洲研究局」訪問團時,提到國軍人必須由「質」的提昇,平衡「量」的維持。 因此本研究的重要性在於國家以培育人的質量進行輪調時對於二級廠人員工作滿意度影響之研究。 而研究對像以南部某陸戰隊二級廠為例,並採質性研究方式作探討,以釐清實際工作人員的想法,而最後所得研究結論為: 1. 基層人員本來就不容易認識其他軍種及人脈的建立,因此在對於工作歷練、專業後勤知識提升及新人脈之建立較為排斥進而對於工作不滿意。 2. 二級廠的主官(管)應具備後勤相關知識與用人之法,在正確的引導下,才能提升工作滿意度。
In response to changes in the national strategic policy, the national army adapted to regional conflicts, effectively enhanced its combat capability, and adjusted its military structure. Since the Republic of China, the implementation of the reform plans, such as the Jingshi case, the Jingjin case, and the Jingzi case, has also caused frequent personnel instigations. And seriously impacted the morale of the staff. When President Ma received a visit from the National Bureau of Asian Studies, he mentioned that the national army must be up-graded by "quality" and balance the maintenance of "quantity". Therefore, the importance of this research lies in the research on the job satisfaction of the O-level factory personnel when the military rotates with the quality in order to cultivating people. The research object is based on the example of a O-level plant of the Marine Corps in the south, and the research method of pur-chasing quality is used to clarify the ideas of the staff in the plant. The final research conclusion is: 1. Grassroots personnel are not easy to recognize other services and contacts. Therefore, they are more reluctant to work, profes-sional logistics and new contacts, and are not satisfied with the work. 2. The chief officer (management) of the O-level plant should have the knowledge of logistics and the method of employing people. Under the correct guidance, the job satisfaction can be improved.