組織精簡後對員工工作態度與工作績效之調查─以某一公立區域級教學醫院為例

The Impact of Downsizing Policy on the Employee Attitude and Performance: An Area Teaching Hospital Study

鍾作賓(Tso-Pin Chung)

指導教授 ： 郭文忠

元智大學/管理學院/管理研究所/碩士(2006年)

摘要

全球性併購、競爭、新科技與垂直整合促成了組織精簡現象（Robbins，1996），而進行過程中往往會對員工產生一些負面效應，諸如失業、降職、心理威脅、喪失自尊等等（Callan,terry & Schweitzer，1994）；同時，組織變革也會深深影響到組織成員原來從事的工作，使得他們原來熟悉的工作方式或工作流程，變的陌生或不確定性。
本論文旨在針對國軍醫院進行組織精簡的既定政策之下，醫院員工是否產生工作之不確定性與不安全感，而組織精簡與留任員工的工作態度（工作壓力、工作投入、組織承諾及離職傾向）有無相關性，及員工的工作態度對工作績效的影響性為何，藉以建立員工工作績效的可能的推估模式，期望能藉此提供管理當局建議與解決因組織精簡所帶來的各種負面效應，進以提升醫院員工之素質，並進而提升醫院整體服務品質。
本研究以國軍醫院（衛生署評鑑合格之區域教學醫院）之軍職、基金聘雇人員為研究對象，並採封閉式結構問卷進行資料蒐整與統計分析，研究結果顯示：
一、國軍醫院組織人力精簡原因對留任員工的態度和工作績效，無顯著相關。參考田超亞(2004)的研究結果發現，本研究與其研究結果之差異，實乃因前者為醫學中心，而本研究之對象為區域級醫院，其差異依吾人從事組織精簡工作之經驗分析，原因在於人事預算成本差距、精簡對象不同、精簡作業期程間隔、政策的變動與醫院組織任務特性不同等因素。
二、組織人力精簡方法對留任員工的態度和工作績效，並不具相關性。
三、個人變項對留任員工的態度和工作績效具有顯著相關性。因此在組織精簡時應針對員工的背景與工作經驗及其工作表現作為考量。
四、留任員工態度與工作績效具有顯著相關性。因此組織精簡方案的接連實施，在醫院中是否掀起反淘汰的浪潮，相當值得醫院管理當局注意與省思。

關鍵字

組織人力精簡 ； 工作績效 ； 組織承諾

並列摘要

Global combine, the competition, the new science and technology and the vertical conformity facilitates the organization to simplify the phenomenon (Robbins, 1996), but carried on the process often had some negative effects to the staff, such as the unemployment, the demotion, the psychological threat, lost the self-respect etc. (Callan, terry & Schweitzer, 1994). Meanwhile, the downsizing policy deeply affect to the employee’s work, make them feel that all the familiar work or the work flow seem to be strange or indeterminate.
The objectives of this study were to examine the relative impact of the downsizing policy on the employee attitude and performance, and to identify the association between the employee attitude and performance. Based on the study’s results, a model would be created to predict the employee performance in order to improve the quality of the employee and the effectiveness of the hospital.
The military personnel and contractual staffs at the armed forces hospital were surveyed, using an open-ended structural questionnaire to measure the variables of interest.
Results indicated: First, the reason of the downsizing policy was not associated with the employee attitude and performance. Second, the method of the downsizing policy was not associated with the employee attitude and performance. Third, all demographic variables showed a significant relationship with the employee attitude and performance. Therefore the downsizing policy must consider the employee’s background, the work experience and the performance. Fourth, findings supported a significant relationship between the employee attitude and performance. Therefore, after the downsizing, it must consider whether raises the rebellion elimination the tide, quite is worth the hospital regulatory authority attention and the province thinks.

並列關鍵字

Organizational downsizing ； Job Performance ； Organizational commitment