組織變革對員工態度之影響 - 以某高科技產業多國籍企業在台子公司為例

Abstract

本研究採取個案研究。個案公司為一家高科技半導體產業的多國籍企業公司，由於產業變化快速，加上多國籍企業母公司管理模式的複雜性，使得個案的子公司在短短一兩年的時間內，連續遭遇由母公司主導的一連串變革：包括組織精簡、更換領導人、及組織重整等各種不同的變革模式。為了了解個案子公司員工在歷經這一連串變革措施後，其原本對於母公司管理模式的認同度、對於現代企業需要推動組織變革的認知度，以及對個案公司在進行變革期間的溝通滿意度，是否會影響該員工對公司政策支持度、權益、與個人情緒的態度反應?因此，本研究以個案子公司為主體，採取分層抽樣方式，共發出310份問卷，有效回收231份問卷。彙總資料分析後所得之結果與建議如下： 本研究發現：員工個人變項中之學歷，對於多國籍企業的母公司政策接受與信任度有顯著關聯性。員工態度中的個人情緒因素，則受到性別、年齡與職務類別之顯著影響。此外，員工態度中對於個案公司進行組織變革的政策支持度高低，與研究中自變項的多國籍企業組織管理認同度、對現代企業需要推動組織變革的認知度、以及個案公司組織變革期間的溝通滿意度都有非常顯著的正相關。顯示企業如果平時即能強化員工以上三種自變項的認知與滿意度，將有助於提升員工對於企業政策的支持度。至於員工態度中的員工權益與個人情緒的態度反應，由研究中證實：其與個案公司在推動組織變革時的溝通滿意度顯著相關，卻與員工對於多國籍企業組織管理的認同度以及對企業推動組織變革的認知度高低無關。 綜合上論：一個多國籍企業要進行子公司的組織變革，平常時候如果能夠加強該公司員工對於母公司的信任度，並且也讓員工充份了解企業進行組織變革的重要性，進而接受變革的必要性，往往可以提高員工對於公司推行變革措施的支持度。但是不管員工如何給予公司政策支持的高度肯定，如果公司沒有同時做好變革溝通的工作，提高員工在變革過程中的溝通滿意度，則員工還是會在權益與個人情緒的兩大構面上，產生負面之態度反應。 本研究僅就半導體產業的美國外籍母公司做個案研究，個案研究有其區域、文化等區別限制，較不能推廣至全部產業的各種多國籍企業，因此建議後續研究者，可以再由不同產業文化的多國籍企業公司進行研究，比對結果，看看文化風格與產業特性，對於員工態度的反應上是否有不一樣的結果。

The approach adopted by this research is case study. The subject of the case study is a multinational hi-tech semiconductor corporation. Due to rapid changes in the industry as well as the complexity of the parent company’s management model, the subsidiary company underwent various change models within a short span of a couple years, such as organization downsizing, leadership change and reorganization. This research aims to find out, after the employees of the subsidiary experienced this series of changes, if their recognition of the management model of the parent company, awareness of necessary for organizational change, and level of satisfaction to the communication of change affect their attitude to company policies, their rights and personal emotions. Using the subject of this case study, this research applies stratified sampling. A total of 310 questionnaires were distributed, amongst which 231 were valid responses. The outcome and recommendations are provided below after the data were collated.

This research discovered variables relating to individual employee such as level of education have significant correlation with their recognition of organizational management in the multinational corporation they work for, whereas personal emotions factor in employee attitude is strongly related to employee gender、employee age、 and their type of job. In addition, the level of support to company policies under employee attitude is found to have significant positive correlation with independent variables such as recognition of organizational management, awareness of necessary for organizational change and level of satisfaction to communication in a multinational corporation. This demonstrates if a business is able to increase the awareness and satisfaction of the above three independent variables, it will help boost employees’ support to the policies of the business. With regard to employee rights and individual emotional response, this research confirms their significant relation with the degree of satisfactory communication in organizational change, as opposed to their irrelevance to the level of recognition of organizational management in a multinational corporation and awareness of necessary for organizational change

To sum up, for a multinational corporation to undergo organizational change in a subsidiary, if employees’ trust of parent company and awareness of necessary for organizational change are strengthened in normal times, their support to change measures taken by the company will normally be boosted. But regardless how supportive the employees are to company policies, if the company does not conduct the communication of changes well and lift employees’ satisfaction during the process of change, employees will still harbor negative attitude in their rights and emotions.

This research only works on one case study of a US parent company in the semiconductor industry, which is limited in terms of geographic area and cultural division. In that it can not be interpreted for all industries or their various multinational companies. Therefore subsequent researches are recommended to look into different industries and their multinational companies to compare whether different cultural styles and industry characteristics induce different employee attitude.