碩士 / 中華大學 / 科技管理學系(所) / 96 / When the manufacture focus shift and many enterprises reduce the staff, the ROC Armed Forces execute some means to confront the mission adjusting and resources changing. ‘The Armed Forces Refining Program’ was divided into three steps to reduce the staffs and combine organizations in July, 1997. The government enacted ‘The Ministry of National Defense Organizational Act’ in June, 2000 to co-operate with the changing of logistic service organization. In 2004, the government continues to implement the ‘The ROC Armed Forces Streamlining Program’ expect that reduce 15,000 staffs per year to achieve the goal of re-organization and modernizations.
The ROC Navy Logistic Command can’t ignore the manpower of organization human resources for the sake of organizational competition and operating quality in this kind of revolution current. In addition, the satisfied staff can increase the performance, productivity, creativity, and loyalty. So this research is trying to understand if the revolution of organization will have any impact on staffs in organizational culture, organizational communication and the individual job satisfactions.
This research adopts the investigation method of questionnaire. The questionnaire includes four dimensions of organizational culture, organizational changes, turnover intention and staff satisfaction. The organizational culture has two sub-dimensions of organizational culture and organizational communication. The staff satisfaction was divided into six sub-dimensions of leadership style and leader support, job satisfactions and team cooperation, whole feedback, and performance evaluation. The total number of questionnaires distributed is 484, 421 were retrieved, exclude 20 invalid, and containing 401 valid. The returned rate reached 82.85%. After the returned questionnaires have been collected, the author used the Descriptive statistical analysis, factor analysis, reliability analysis, t-Test, ANOVA, regression analysis methods.
In the process of ROC Navy Logistic Command changes, this research analyzes the different individual variables of organizational culture, organizational changes, turnover intention and staff satisfaction. Conclusions as follows:
1. The organizational culture and organizational communication can’t describe the turnover intention. In the other word the organizational culture and organizational communication level can’t predict the turnover intention.
2. There are significant positive relations of organizational changes on turnover intention, and therefore the organization should pay attention to the effects of organizational changes.
3. When it includes the satisfaction degree of staff, it shows the impact of organizational changes can’t decrease by increasing staff satisfaction.
| Identifer | oai:union.ndltd.org:TW/096CHPI5230091 |
| Date | January 2008 |
| Creators | 高復平 |
| Contributors | 賀力行 |
| Source Sets | National Digital Library of Theses and Dissertations in Taiwan |
| Language | zh-TW |
| Detected Language | English |
| Type | 學位論文 ; thesis |
| Format | 82 |
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