Whether the execution of ¡§the ROC Armed Forces Streamlining Program¡¨ is smooth or not, heavily depends on member¡¦s cognition on the transformation, organization commitment, and working morale as well. However, there are few papers discuss about the relations among the above elements. The objective of this thesis is to study the relation among the transformation cognition, organization commitment, and morale of the high level command under the process of the organization transformation through questionnaire and analysis. The following conclusions are: 1. Under the prerequisite of employee participation, understanding, and guarantee the rights and interests, the employees will be willing to stay in the service. 2. The higher the degree of recognition and evaluation of employees on the transformation objective, the higher the concern on the organization¡¦s future development, pursue of the objective, the devotion and values on their jobs from the employees. 3. To promote the commitment of the employees to the organization would motivate the employees, and treat their works as the center of their lives, and therefore pursue better achievements. 4. For those senior high-ranking officers who own higher educational backgrounds and employees with long service years tend to have higher degree of recognition on transformation. 5. For those employees who are senior, own high educational backgrounds, and with long service years tend to have higher overall organizational commitment and stronger willing to stay in their positions. 6. For those 25 to 34 years old, with military appointments, married, high educational background, as the directors or deputy directors, higher-ranking officers and longer service years tend to have better recognition of organization, devotion and group spirits. According to the above results, four suggestions are addressed: 1. To respect the participation of employees, and to guarantee the employees¡¦ rights and interests. 2. To encourage the employees to attend courses or training during off-hours in order to build up multiple specialties. 3. To understand the employees¡¦ characteristics and specialties in order to adopt the strategy of differentiate management. 4. To enhance to recognition of the employees on the attainment of transformation benefits and to draft a complete set of measures.

國防部「精進案」政策執行後對國軍醫院醫療人員任職進用的影響甚大，其中以組織成員對進用管理、工作滿意及留職意願為主要關鍵，然而很少有研究者探討國軍醫院中進用管理與醫療人員工作滿意及留職意願間之關聯性。本研究之目的及在探討國軍醫學中心在「精進案」組織變革後，將醫療人員的進用管理、工作滿意及留職意願間之關聯性，透過問卷統計分析方式，歸納出以下的結論： 一、「精進案」政策執行後，國軍醫學中心醫療人員還是可以接受單位進用管理方式，並維持高度的工作滿意度，進而更有意願繼續留在國軍醫學中心服務。 二、年紀較長、高教育程度、擔任主管職位、服務在主要科別、服務年資年資及總年資較長的國軍醫療人員，其對進用管理認可程度較高。 三、男性、年紀較長、高教育程度、擔任主管職位、服務在主要科別、服務年資及總年資較長的國軍醫療人員，其對工作滿意程度較高。 四、已婚者、高教育程度、擔任主管職位、服務年資較長的國軍醫療人員，其對留職意願傾向較高。 五、提昇國軍醫療人員對進用管理的認可程度，可使人員加強人際合作關係，並將工作環境結合為個人生活的一部份，內化為自我實現的積極態度，進而提高工作滿意的程度。 六、「精進案」政策執行後，國軍醫學中心醫療人員對於單位進用管理方式認同程度越高者，其對自我的人際合作、融入工作環境、自我實現的追求及留職意願等方面認同程度也越高。 根據上述研究結果，筆者針對任職進用管理實務，提出以下建議﹕ 一、建立明確的目標與願景，並讓醫療人員清楚瞭解。 二、修訂國軍軍醫經管規定，整合人力資源與教育管理體系及單位。 三、提昇人員對人事政策的參與度。 四、妥善運用多元化獎勵與福利措施。 五、調整獎助金分配，實施一定比例的「變動獎助金」。 六、提昇醫療人員自我形象與專業素養。 七、建立學習型組織與氣氛，持續醫療人員職涯輔導。 / After the Armed Forces Streamlining Program, heavily depends on military medical officers which recommends for recruitment and employment, organizes the member to recommend for employment the management, satisfaction and remain on jobs rate as well. However, only little research had conducted to study the linkage of promotion program between people satisfaction and remain on job rate for the people who works at the military medical hospitals. The objective of this research focused on the promotion program, people satisfaction and remain on job rate after the process of the organization transformation through questionnaire and analysis. The results were summarized as follows: 1.The promotion and management program were accepted and maintain high satisfaction rate by the employee of the Armed Forces Medicical Center after the Armed Forces Streamlining Program, the employee have higher willing to remain their job at Armed Forces Medicical Center. 2.The new promotion program was more acceptable for the elder, high educated, manager level, people who worked for major departments and senior staff. 3.Male, elder, high educated, manager level, people who worked for major departments and senior staff were more satisfied for their job. 4.Married, high educated, manager level, senior staff were more like to remain at Armed Forces Medicical Center. 5.Employee more satisfied their jobs and work as a team, due to increase the acceptance of the promotion program, through enhance employee's relationship, integrates work and daily life and with enthusiasm for self-accomplishment. 6.After the Armed Forces Streamlining Program, got very positive results in promotion program acceptance, relationship build-up, integrates work and daily life, self-accomplish and remain on job. According to the above study results, some suggestions were proposed as below for the promotion program execution: 1.Establish clear mission and vision, let the employee who worked for Armed Forces Medicical Center fully understand. 2.Revise the management guidance for military medical doctors, harmonize HR (human resource), education manage system and related departments. 3.Enhance the participation of HR policy. 4.Properly using multiple reward and bonus programs. 5.Revise the bonus payment scheme, perform a fixed ratio of “flexible bonus”. 6.Improve the professional image and self-accomplishment of employee. 7.Build up the learning style organization and team spirit. Continue the career development program for employee.