為了因應時代改變的需求,國軍自民國八十六年起,重新檢討國防編組與架構,依序推動「精實案」、「精進案」,期透過國軍組織員額的精減與編組的調整,達成組織變革的目的,並建構「權責相符」、「分層專業」之國防體系,以因應中共軍事威脅,確保國家安全。2000年1月29日國防法、國防組織法公布後,國軍「精實案」、「精進案」持續推動,以「新一代兵力、裝備」的籌建,來降低人員維持預算,更需要從新的角度來考量國軍未來的走向,並結合民間高素質人力及國家整體資源,以企業化經營的方式來管理軍隊事務。 本研究以陸軍司令部為例,來探討國軍實施「組織變革」,陸軍司令部員工對「組織變革」的認知程度與其「專業承諾」及「工作滿意度」關聯性的影響,以供相關單位執行「組織變革」續行方案的參考,協助單位任務目標的達成。透過問卷的方式,從其中371份有效問卷,進行分析,歸納出以下幾項結論: 一、由陸軍司令部及其所屬各機關員工在「精進案」組織變革過程中,對組織變革認知與專業承諾間之關係驗證結果顯示,組織變革認知對專業承諾有顯著的正向影響。大多數的員工都認為組織的變革是必要及對組織有正面效益的,在實施的過程中單位若重視員工權益的爭取、努力作好協調溝通的工作,使員工充分瞭解組織在變革的目的,事前有良好的規劃,事後周延的照顧,使其增加員工福祉愈高,其願意為組織犠牲奉獻、繼續從事軍職的專業承諾也愈高。 二、組織變革認知對工作滿意度有顯著的正向影響。在實施精進案的進程中對於組織變革認知的程度高,那麼員工對其身為軍職的價值觀、職務所衍生的責任感及成就感,乃至於與同事間的互動、未來的生涯發展及升遷考績等,都能得到較高的滿足程度。也就是說,若員工對組織變革認知的程度愈高,其對自身內外在工作滿意程度也會明顯的相對提升。 三、內外控傾向與組織變革的交互作用對專業承諾有顯著的影響。換而言之,就陸軍司令部的同仁而言,高內控傾向的同仁,其專業承諾的程度,明顯的較低內控傾向的同仁為高。 四、陸軍司令部及其所屬員工,其組織變革認知程度愈高者,其工作滿意度也愈高,但並不會受其內外控之人格特質的調節。換而言之,組織變革認知與工作滿意度的強弱關係並不因受測者內外控傾向的程度而有所區隔。 五、大多數的個人變項與組織變革認知、專業承諾、工作滿意度乃至於內外控傾向等,都產生顯著差異。其中擔任主管(副主管)職務、高教育程度、階級較高及服務年資較長的員工,對組織變革認知的程度較高。在專業承諾方面,以已婚員工、擔任主管(副主管)職務、較高階同仁及服務年資較長的員工,在整體專業承諾的表現上較佳。再者,擔任主管(副主管)職務、高教育程度、階級較高及服務年資較長的同仁工作滿足感較高。最後,則是擔任主管(副主管)、教育程度較高、階級較高及服務年資較長的同仁,明顯的具有較為內控人格特質的傾向。 根據研究結果,本研究提出以下的建議: 一、加強員工參與變革,確保員工工作權益。 二、培養員工第二專長,鼓勵同仁在職進修。 三、暢通人事作業管道,鼓勵專業經驗傳承。 四、注重特徴差異,適時予以協助
For changing with the times, the armed forces of ROC had reviewed the grouping and the framework of national defense since 1997. The Ministry of National Defense (MND) continuously carried out “Armed Forces Streamlining Program” and “Armed Forces Refining Program” hopefully through organizational change to reduce staff maintaining budget and to administer military affairs efficiently. Taking Army Command Headquarters as an example, this study is discussing the influence on the relationships between member’s cognition on organizational change, professional commitments and job satisfaction in order to afford references to other relative administrative units for implementing organizational change. Through 371 valid questionnaires and analysis, there are conclusions as following: 1.For Army Command Headquarters and its members during the process of organizational change “Armed Forces Refining Program”, the result shows that member’s cognition on organizational change is positively associated with professional commitments. Most of the employees thought that change was necessary and had benefits to the organization. The administrative units can facilitate professional commitments by planning well before change, communicating thoroughly with employees, and guaranteeing the employees’ rights and interests. 2.Member’s cognition on organizational change is positively associated with job satisfaction. Employees with more cognition on organizational change will have more job satisfaction. 3.The interactions between locus of control and member’s cognition on organizational change has notable effect on professional commitments. For Army Command Headquarters, employees with strong internal locus of control orientation have stronger professional commitments. 4.For Army Command Headquarters, employees with more cognition on organizational change will have more job satisfaction regardless of their locus of control orientation. 5.Most of individual variables are notable associated with member’s cognition on organizational change, professional commitments, job satisfaction and locus of control orientation. According to the above results, following suggestions are addressed: 1.To encourage employees to participate organizational change, and to guarantee employees’ rights and interests. 2.To encourage employees to build up multiple specialties and attend courses or training during off-hour. 3.To maintain the channels of human resources operations unobstructed, and to encourage the senior employees to pass down professional experiences. 4.To understand employees’ characteristics and specialties in order to help them timely.