| dc.description.abstract | “ 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. | en_US |