高科技產業併購後員工離職意願之研究---以 TFT-LCD 產業為例

A Study of Merged Employees Determination of Intention to Quit After M & A in the TFT-LCD Industry

羅文熙(Wen-Hsi Lo)

指導教授 ： 陳定國

淡江大學/管理學院/管理科學研究所企業經營碩士在職專班/碩士(2007年)

https://doi.org/10.6846/TKU.2007.00682

摘要

近幾年來，許多企業為了增加市場佔有率，紛紛以併購為手段，作為快速取得市場規模的方式。此也是擁有雄厚資金為背景的集團，做水平或垂直整合最有效的方式。面板業是我國政府「兩兆雙星」重點發展產業之一。發展至今，面對韓國面板廠的競爭，產能已經是逐步邁向全球第一。
多年前，自從聯友跟達?皉X併為友達光電後，擁有全台最大面板產能的友達光電一直穩居全世界第三大面板廠，今年（2006）又有面板廠確定合併。令台灣面板市場為之振奮。但亮麗的消息下，背後面對著兩家企業合併整合的問題，人才即是最關鍵的一項問題。
由於購併本身並不能立即為公司帶來具體效益，往往購併後之整合才是創造購併價值的開始。有關企業策略規劃、組織結構調整、企業文化融合、管理制度、營運作業甚或高階主管之領導風格都影響購併後之綜效實現。
　　電子業乃是知識工作者的產業，併購後保留人才乃是當務之急，故從組織行為及人力資源管理層面，探討，離職員工之離職原因。本研究目的在為了解企業併購後，「組織承諾」、「壓力來源」及「公平因素」與員工離職意願的關係，本研究利用問卷訪問了107位離職員工，訪問他們對於「組織承諾」、「壓力來源」及「公平因素」的反應。
研究結果相關發現如下：
一、員工組織承諾的改變，是造成員工離職的重要原因。
二、整合期間的工作壓力來自不確定因素，是重要的員工離職指標，而被併公司員工需要被尊重及溝通。
三、公平感受亦是造成離職意願之重要指標。
由本研究結果，建議主併公司在併購時應仔細思考被併公司人才的重要性，雖然高階人員人事成本較高，但相對地這些人才大都是公司過去主要貢獻來源。對於高科技產業的人力資源管理並不同於傳統產業的人力資源管理，高科技產業的員工大部分為知識工作者，其有相當高的自主性。尊重及溝通是在面對他們時必須要注意的態度。由本研究的發現及建議，可以作為未來相關產業在併購時留住人才的參考。

關鍵字

併購 ； 組織承諾 ； 溝通 ； 尊重 ； 公平

並列摘要

Many corporations use mergers and acquisitions method to increase market share in recent years. This is the most effective way of the company to have huge capital to do horizontal or vertical integration. The flat-panel industry is one of Taiwan government strategies of「Two Trillion and Twin Star Industries Development Plan」.So far the total capacity of Taiwanese panel factories are going to be the number one in the world competing with the Korean as closest rival.
Many years ago,「Acer Display Technology Company」and「Unipac Optoelectronics Company」were merged and become AU Optronics Company (AUO) ,the largest in Taiwan, and top 3 manufacturer in the world’s thin film transistor liquid crystal display panels (TFT-LCD).In April of 2006, AUO announced to merge again with the「Quanta Display Inc.」and gave great encouragement to Taiwan panel industry.However, there are many problems behind the merger news to which human-resources is one of the most important problems.
Merger and acquisition(M&A) may not bring the immediate benefit to the company and integration is the real beginning of creating the merger benefits. Strategic planning, reorganization, acculturlization, regulations and procedures, operations management and even top-managers’ style are all the important factors that affecting the synergism effects of merging.
In the electronic industry action, employees are regarded as knowledge workers and to keep those human brains is the most important action. The purposes of this research are to investigate the relationship of the「organization commitments」、「working pressure」and「factor of equity」 to the worker’s intension to quite after merger.
The study used questionnaire to survey 107 quitted employees,asking their reactions toward the 「organization commitments」、「working pressure」and「factor of equity」.
The survey results indicated the following three conclusion:
1.he change of organization commitments is the main factor that employee’s quit.
2.Employee’s working pressure is come from uncertainty during the period of combination, more respect and communication will help to reduce that pressure.
3.The feeling of inequity is also the main reason that employees select to leave the company.
From this research, suggesting the merging company should think about the importance of human resources. Although company need to pay higher salary to higher level employee who had contribution to the company. High-tech employee is autonomous so need more respect and communicate. This research results can be the reference for relative industries that willing to merges and acquisitions.

並列關鍵字

Merging ； Organization commitment ； Communicate ； Respect ； Equity

參考文獻

14. 陳崇博(2005)，銀行併購後員工待遇與員工績效間關係之實證研究，淡江大學管理科學研究所碩士論文

6. 吳明隆，SPSS 統計應用學習實務－問卷分析與應用統計，初版，知城數位科技股份有限公司，民國92年。

13. 侯望倫，工作壓力的實證研究－組織氣候、角色特性、人格特質與壓力症狀之關係，國立政治大學企業管理研究所碩士論文，民國七十三年。

1. Angle, H. L., & Perry, J. L. (1981).“An empirical assessment of organizational commitment and organizational effectiveness,” Administrative Science Quarterly, 26, pp.1-14.

2. Angle, H. L., & Perry, J. L. (1981).“An empirical assessment of organizational commitment and organizational effectiveness,” Administrative Science Quarterly, 26, pp.1-14.