Effects of Organizational Changing Activities and Leadership Behaviors on Employee Effectiveness after Merger - Perspective of Organizational Justice

• Main Authors: Liu, Su-Ling, 劉素齡
• Other Authors: 黃正雄
• Format: Others
• Language: zh-TW
• Published: 2004
• Online Access: http://ndltd.ncl.edu.tw/handle/46029334177524457421

碩士 === 長庚大學 === 企業管理研究所 === 92 === With the rapid industrial development and the change of competition patterns, merger and acquisition (M&A) has become one of the most adopted and important strategies for prompt expansion. Statistics indicate that lot of the M&A results are disappointing or totally failed. Of which, people related issues are the key failure factors in integration. In the past, most of the organizational justice researches in organizational change only focused on limited employee effectiveness items, and didn’t consider the changing methods and managing efforts. However, through the perspective of organizational justice, this study intended to verify how the changing activity, leadership behavior and employee effectiveness interacted during organizational changes, and to find out the mediator factor(s). It was expected that the results provided an important reference for companies in planning or executing the organizational changes, and further to avoid negative influences on both companies and employees. The results indicated: 1. During organizational changes, communication, involvement, growth assistance and procedure justice significantly impacted employee’s quit behavior. 2. Distribution justice was the key influential factor of organizational change and leadership behavior to cause employee burnout. 3.The level of organizational commitment would be impacted by the procedure justice, change propaganda, training and encouragement. In addition, propaganda prior to changes had a higher level of influence on employee organizational commitment than his/her psychological perspectives do.