Impacts of Organizational Change on Employees Attitude - Using a Taiwanese Subsidiary Multinational Hi-Tech Corporation as an Example

• Main Authors: Megan Lee, 李玫錦
• Other Authors: Douglas F. S. Lin
• Format: Others
• Language: zh-TW
• Published: 2004
• Online Access: http://ndltd.ncl.edu.tw/handle/19355842615023759677

碩士 === 國立交通大學 === 管理學院碩士在職專班管理科學組 === 92 === The approach adopted by this research is case study. The subject of the case study is a multinational hi-tech semiconductor corporation. Due to rapid changes in the industry as well as the complexity of the parent company’s management model, the subsidiary company underwent various change models within a short span of a couple years, such as organization downsizing, leadership change and reorganization. This research aims to find out, after the employees of the subsidiary experienced this series of changes, if their recognition of the management model of the parent company, awareness of necessary for organizational change, and level of satisfaction to the communication of change affect their attitude to company policies, their rights and personal emotions. Using the subject of this case study, this research applies stratified sampling. A total of 310 questionnaires were distributed, amongst which 231 were valid responses. The outcome and recommendations are provided below after the data were collated. This research discovered variables relating to individual employee such as level of education have significant correlation with their recognition of organizational management in the multinational corporation they work for, whereas personal emotions factor in employee attitude is strongly related to employee gender、employee age、 and their type of job. In addition, the level of support to company policies under employee attitude is found to have significant positive correlation with independent variables such as recognition of organizational management, awareness of necessary for organizational change and level of satisfaction to communication in a multinational corporation. This demonstrates if a business is able to increase the awareness and satisfaction of the above three independent variables, it will help boost employees’ support to the policies of the business. With regard to employee rights and individual emotional response, this research confirms their significant relation with the degree of satisfactory communication in organizational change, as opposed to their irrelevance to the level of recognition of organizational management in a multinational corporation and awareness of necessary for organizational change To sum up, for a multinational corporation to undergo organizational change in a subsidiary, if employees’ trust of parent company and awareness of necessary for organizational change are strengthened in normal times, their support to change measures taken by the company will normally be boosted. But regardless how supportive the employees are to company policies, if the company does not conduct the communication of changes well and lift employees’ satisfaction during the process of change, employees will still harbor negative attitude in their rights and emotions. This research only works on one case study of a US parent company in the semiconductor industry, which is limited in terms of geographic area and cultural division. In that it can not be interpreted for all industries or their various multinational companies. Therefore subsequent researches are recommended to look into different industries and their multinational companies to compare whether different cultural styles and industry characteristics induce different employee attitude.