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    Please use this identifier to cite or link to this item: http://ir.lib.ncu.edu.tw/handle/987654321/67933


    Title: 企業併購後領導效能與組織文化對員工工作滿意度之影響-以C公司高雄二廠為例
    Authors: 林桂章;CHANG,LIN KUEI
    Contributors: 人力資源管理研究所在職專班
    Keywords: 領導效能;組織文化;工作滿意度;leadership effectiveness;organization culture;job satisfaction
    Date: 2015-07-08
    Issue Date: 2015-09-23 10:04:48 (UTC+8)
    Publisher: 國立中央大學
    Abstract: 「人」及「文化」的議題視為影響併購後整合的關鍵成敗因素,這是因為合併重組的企業,雙方員工不可避免地仍保有原本的企業文化,要在二者之間找到兩種文化的最大公約數,並建構出不同文化背景下員工都能接受的新文化,自然不是一件容易的事情。故本研究旨在探討個案公司併購後員工領導效能、組織文化認知對其工作滿意度之影響。
    本研究以C公司高雄二廠的員工為樣本,以書面問卷方式為調查方法,回收的有效樣本數為302份,佔當時母體數的39.5%;研究結果發現:
    一、發現不同性別、不同職類、不同學歷員工在「領導效能」整體及其子構面「部屬滿意度」、「目標達成度」及「組織文化」上有顯著差異。
    二、發現「領導效能」整體及其子構面「部屬滿意度」、「目標達成度」及「組織文化」及「工作滿意度」整體及其子構面「內在工作滿意」、「外在工作滿意」、「一般工作滿意」間,皆呈顯著正相關。
    三、發現「組織文化」對「目標達成度」與員工「一般工作滿意」有顯著負向干擾效果。
    總結以上結果:建議個案公司在組織文化的塑造與變革同時,應當要考量不同個人背景屬性並搭配其他相關配套措施,避免偏向某一極端組織文化,而影響領導效能及員工工作滿意度。;“ People” and “Culture” are the keys to whether a merger and acquisitions are successful or not. In a merging cooperation, both employees still inevitably keep their original cooperation cultures. It’s never easy to find out the greatest common denominator between two cultures and build the new culture accepted by both new and old employees with different cultural backgrounds. Therefore, the purpose of this study is to discuss the impacts of leadership effectiveness, organization culture, and job satisfaction on the case study company after merging.
    This study is based on the employees in Kaohsiung second factory of company C. In this study, a valid sample of 302 employees, 39.5% of the denominator, and the result shows that:
    1. Employees’ different sex, different job position, and different education status have significant difference on “Leadership effectiveness”, “Subordinate satisfaction”, “Goal achievement”, and “Organization culture”.
    2. There is significant positive correlation between “Leadership effectiveness”, “Subordinate satisfaction”, “Goal achievement”, “Organization culture” ,“Job Satisfaction”, “Inner job satisfaction”, “External job satisfaction”, and “General job satisfaction”.
    3. “Organization culture” has significant negative interference effects on “Goal achievement” and employees “General job satisfaction”.
    To sum up, it’s advised that the case study company should consider about different personal background and come up with other complementary measures while it’s reconstructing and changing its organization culture in order not to incline to an extreme organization culture and influence the leadership and employee job satisfaction.
    Appears in Collections:[人力資源管理研究所碩士在職專班 ] 博碩士論文

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