摘 要
本研究旨在了解經濟部智慧財產局員工對組織溝通與組織效能評價之程度，探討智慧財產局員工個人基本屬性在組織溝通與組織效能評價的差異情形，了解組織溝通與組織效能之間的關聯性，並探討組織溝通對組織效能之預測力。依據研究結果，提出制定管理策略建議，作為組織提高溝通效果與提升組織效能之參考。
本研究以文獻分析法以及問卷調查法進行研究。首先以等距隨機抽樣方法從經濟部智慧財產局抽出288位員工進行問卷調查，回收有效樣本共236份，並以描述性統計分析、t檢定（t-Test）、單因子變異數分析（One-Way ANOVA）、皮爾森積差相關分析（Pearson product-moment correlation）及逐步多元迴歸分析（stepwise）等統計方法進行資料處理，獲得以下結論：
一、經濟部智慧財產局員工對於組織溝通各構面的評價程度，以「與部屬的溝通」得分最高（81.70%），得分最低為「非正式的溝通」（62.24%）。
二、經濟部智慧財產局員工對於組織效能各構面的評價程度，以「工作績效」得分最高（72.43%），得分最低為「參與開放」（63.57%）。
三、經濟部智慧財產局員工中不同年資、官敘職等、職位及所屬單位，對於組織溝通的評價程度有所差異，而不同性別、年齡、婚姻狀況及教育程度，對於組織溝通的評價程度則無差異。
四、經濟部智慧財產局員工中不同性別、年齡、年資、官敘職等、職位及所屬單位，對於組織效能的評價程度有所差異，而不同婚姻狀況及教育程度，對於組織效能的評價程度則無差異。
五、經濟部智慧財產局組織溝通與組織效能之間，具有中高度之正相關。
六、經濟部智慧財產局組織溝通中之「溝通氣候」，對組織效能具有預測力。
根據研究發現及結論，提出下列建議以供參考：
一、對管理者之建議
（一）廣納不同意見，傾聽員工心聲。
（二）改善溝通氣候，加強溝通措施。
（三）重視資深員工，引導新進同仁。
（四）暢通溝通管道，強化非正式溝通。
（五）開放員工參與，增強回饋機制。
二、對後續研究之建議
（一）在研究對象方面：未來之研究對象可擴大至經濟部、行政院，甚至是全國之行政機關，比較其是否有差異存在。
（二）在研究變項方面：未來研究可將組織溝通作為依變項，探討影響組織溝通的原因，及組織溝通如何受到其他變項的干擾。
（三）在研究方法方面：未來研究可增加深入訪談、個案研究等質化方法，使研究內容更加完整與充實。
（四）在研究工具方面：未來有志於此方面的研究，可依其研究對象的特性編製更為適合的研究工具。
關鍵詞：組織溝通、組織效能 / Abstract
This thesis looks into the evaluation replied by a group of TIPO ( The Intellectual Property Office, Ministry of Economic Affairs, R.O.C.) employees, on the topics of organizational communication and organizational effectiveness. It explores how a particular personal profile category of the respondents makes any difference to the evaluation on organizational communication and organizational effectiveness, henceforth, to understand the correlation between organizational communication and organizational effectiveness, so as to be able to discuss the predictability of organizational communication to organizational effectiveness. Based on the research result, a proposition is offered to help to create administrative strategies and to be a reference to organizational communication power enhancement and, in turn, to boost organizational effectiveness.
The research had proceeded by using both document analysis and survey method. First, by systematic random sampling, 288 subjects from TIPO employees had been sampled for a survey, with 236 respondents collected.The data had been processed by a series of statistic methods, including descriptive statistics, t-Test, One-Way ANOVA, Pearson product-moment correlation and stepwise multiple linear regression analysis, to generate a set of conclusion listed as the following:
1.As for the evaluation by the TIPO employees, “communication with subordinates” was rated the highest (81.70%), whereas “informal communication” was rated the lowest (62.24%) among all dimensions of organizational communication.
2.As for the evaluation by the TIPO employees, “Productivity Accomplishment” was rated the highest (72.43%), whereas “Participation Openness” was rated the lowest (63.57%) among all dimensions of organizational effectiveness.
3.Seniority, rank, job position and subordinate unit of a TIPO employee were factors of the evaluation on organizational communication, whereas gender, age, marital status and educational attainment were not.
4.Gender, age, seniority, rank, job position and subordinate unit of a TIPO employee were factors of the evaluation on organizational effectiveness, whereas marital status and educational attainment were not.
5.There was a medium-high degree of direct correlation between the organizational communication and the organizational effectiveness within TIPO.
6.The dimension, “communication climate”, of organizational communication within TIPO held the predictability to its organizational effectiveness.
Based on the findings and the conclusion, the following set of proposition could provide for future reference:
1.Points of advice for an administrator
（1）Widely accept diverse opinions, keep any employee’s concern in mind.
（2）Improve communication climate, enhance measures of communication.
（3）Respect any senior employee, Guide any new colleague.
（4）Open communicational channels, fortify informal communication.
（5）Open opportunities of participation to employees, strengthen a feedback mechanism.
2.Points of advice for future research
（1）In terms of subjects sampled: for future research, the range of sampling could expand to include one or more of the following organizations, namely Ministry of Economic Affairs, Executive Yuan, or all of the national administrative organizations, to reveal whether any difference exists.
（2）In terms of research variables: for future research, organizational communication could be set as a dependent variable, in order to explore the possible original cause that has affected organizational communication and how organizational communication has been interfered by any other variable.
（3）In terms of research methods: for future research, qualitative methods, such as in-depth interviews and case studies could be added, allowing the research to be more integrated and substantial.
（4）In terms of research instruments: as for any further attempt on any related topic, characteristics of the subjects sampled could be incorporated in designing better suited research instruments.
Keywords: Organizational Communication, Organizational Effectiveness.
| Identifer | oai:union.ndltd.org:CHENGCHI/G0929210681 |
| Creators | 謝青如 |
| Publisher | 國立政治大學 |
| Source Sets | National Chengchi University Libraries |
| Language | 中文 |
| Detected Language | English |
| Type | text |
| Rights | Copyright © nccu library on behalf of the copyright holders |
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