government reengineering on staff’s job satisfaction, organization commitment, job involvement and their intention to quit are lack of related-research

• Main Authors: Shuen-Cherng Kuo, 郭順成
• Other Authors: Shuen-Cherng Jaw
• Format: Others
• Language: zh-TW
• Published: 2001
• Online Access: http://ndltd.ncl.edu.tw/handle/95103646308049773410

碩士 === 國立中山大學 === 人力資源管理研究所 === 90 === While the scale of an organization has been huge and runs for ages, it is not merely the bureaucracy we have to consider but to properly adjust the main structure of the organization that is adverse to boost up the competitiveness. What Taiwan urgently requires is to enhance the nation’s competitiveness; nevertheless, the fundamentals of four-rank government are necessary to make an adjustment. What is more, they are required to alter and simplify the great overlapping in terms of provincial and central government’s human resource, cost, controlled land and numbers of population. The reasons that influence the success and failure of the government reengineering might be sophisticated; however, the key element is undoubtedly the employees’ support and cooperation. In Taiwan, the researches with regard to the government reengineering are mostly concentrated on the domain of system; as to the impacts of government reengineering on staff’s job satisfaction, organization commitment, job involvement and their intention to quit are lack of related-research. Based on the above stated incentives, and with a view to realizing the influences on reengineering government as to staff’s job satisfaction, organization commitment, job involvement and their intention to quit, this research is attempted to study the staff attitude after simplifying the provincial structure and come up with suggestions as guides on formulating human resource’s strategies when carrying out government reengineering by central government organizations. The suggestions that propose in this research are as follows: communicating with the staff by holding the colloquiums frequently; conducting second-job-skill-training seminars based on individual’s needs; appropriately granting authority to the staff to increase their job satisfaction, organization commitment, job involvement as well as decrease job insecurity and their intention to quit.