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  • 學位論文

組織溝通、組織變革認知、組織承諾及工作績效之關係研究 -以台電公司為例

The relationship analysis among organizational communication,change cognition,commitment and job performance –A case study of the Taipower Company

指導教授 : 何嘉惠
共同指導教授 : 謝介仁

摘要


自1979年起,英國柴契爾政府開始大力推動公營事業民營化,促進市場自由化與活力,振興英國的經濟。自此公營事業民營化成為全球性的趨勢。 雖然立法院尚未通過民營化計劃書。但開放民營電廠設立,已讓台電營運面臨強大競爭壓力。為迎接民營電廠之挑戰,台電必須變革,但在變革的過程中員工最擔心的就是工作權失去保障,害怕勞動條件、薪資、福利等切身利益面臨不確定,因而往往採取抗拒或不合作的態度,影響組織工作績效。本研究欲經由組織溝通、組織變革認知、組織承諾來探討工作績效之關係。以供台電公司在面臨組織變革時的參考。 由於台電公司各營運單位分佈全國各地,且事業部所轄單位亦分散各地廠區,要以事業部或廠區單位比例分配問卷相當不易。本研究乃採取非機率抽樣之便利抽樣方法,共寄送出400份問卷,實際回收有效問卷共352份。研究結果與建議如下: 一、員工經由組織溝通可提高組織變革認知,增強員工對組織的 承諾進而提高工作績效。 二、建議台電公司在進行組織變革時,必須利用各種會議場合及各 種文宣管道加強說明與溝通,廣納基層員工的意見並確保員工 權益,明確告知員工變革的目的及方向,並提出變革後的效益 與願景,以爭取員工的支持與合作。否則一旦組織變革機制啟 動,過低的組織變革負向認知,可能形成相當程度的變革阻 礙,影響組織工作績效。

並列摘要


Since 1979 the Thatcher government of Great Britain push “ Privatization “ for enable to increase activity and flexibility of the British market 。Henceforward “ Privatization “ is the trend of worldwide 。 Privatization is the process by which the production of goods or services is removed from the government sector of the economy 。 Even if Legislature Yuan has not yet adopt “Privatization Policies “ , but Energy Power Companies are allow to be open to the public companies , and theses public companies already that Taiwan Power Company feel contest under pressure . Thus Taiwan Power Company must to change enable to competitive with others ! But during transform procedure , all most of staffs are afraid that this kind of change will influence their future, their labor rights and some incertitude in the future. Most of people will against or will refuse to cooperate with and will influence their working attitude . This study is showing that the communication through the organization, the well explanation of the reform, the promise of the organization and the working achievement are the main factors of this revolution. Hope this could be useful for Taiwan power Company reform use. Due to Taiwan Power Company branches and service stations of every area in Taiwan, it’s not easy to send all the questionnaires to every services & branches, therefore, we have sent 400 copies of questionnaires out by random and received 352 copies back by return. After analysis, we proposed the following : I .) Through well communication by Organization that staff can accept to enforce the personnel knowledge of this reform will increase their work performance . II.) Taiwan Power Company should take with their staff in every opportunity to communicate with their staffs, listen to their thoughts, be sure their working rights may not influence by this reform , that staff believe that the reform of company was good for them and for country !And the idea of reform will guide the company to shift gradually toward a more open and competitive market environment. Without staff’s fully support or the incontinences of this reform will cause the failure in reform planning.

參考文獻


理之執行成效與知覺及其組織承諾關係之研究」,國立台北師
承諾之關係」,國立高雄師範大學教育研究所未出版碩士論
25、 邱馨儀 (民85)。「學校組織文化與教師組織承諾互動模式之
2、 丁虹 (民76)。企業文化與組織承諾之關係研究,國立政治大學
3、 王清全 (民93)。組織變革過程中不確定因素之探討─以中華電

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