| Summary: | 碩士 === 國立中正大學 === 勞工研究所 === 89 === Abstract
This study discusses the impact and the adaptation of Labor Standards Law(LSL) on the private social welfare organization. The study have used quota sampling by investigating 53 private social welfare organizations’ 276 worker in Taiwan through questionnaire. The impact (it contains cost increase and influence of management flexibility) and adaptations (it contains ignoring strategy, untypical labor strategy, flexible time strategy, downsizing and reduce benefits strategy, increase donation and subsidy strategy) is analyzed with its organizational characteristics (it contains type, size, years, location, budget and personnel cost). The statistical tools of Chi-Square, One-way ANOVA and Multiple Regression are adopted.
The important findings are the following :
Concerning the cost increase some findings are as follow:
(1) The organizations of disability, middle size(have 30-99 workers), existed for 16-20 years, located at south era of Taiwan, personnel cost over 68% of budget have the most impact.
(2) The regulation of retirement payment, over-time payment and day off pay affect the
private social welfare organizations’ labor cost the most.
Concerning the management flexibility some findings are as follow:
(1) The organizations of disability, small size ( under 29 workers ), have been existed
for 11-15 years, located at south of Taiwan, personnel cost in 51%-68% of budget
would have the most impact.
(2) The regulation of maternity leave and limited of work hours affect the private
social welfare organizations’ management flexibility the most.
Concerning the adaptation strategies we get some findings:
(1)The adaptation strategies that private social welfare organization used the most are:
asked subsidy from government (or other Foundations) and recruiting more
volunteers.
(3) Private social welfare organization used the downsizing and reduce benefits
strategies (e.g. employ foreign labors, decrease the range of wage adjust, reduce
benefits ) more than other industries.
(4) Private social welfare organization used volunteers, flextime and distribution regular work hours to adapt the impact of management flexibility.
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