| Summary: | 碩士 === 國立臺北大學 === 企業管理學系碩士在職專班 === 96 === “Change” is one of the most key issues the organization operation has to face in the 21st century. Nowadays, “rich dad theory” has been prevailing over the economic system and the “become bigger” competition strategy is being adopted to keep company remaining big, Taiwan small and medium enterprises are either merged or gradually being squeezed out from the market. To survive, companies are forced to adopt continual changes to out beat threatens.
Taiwan semiconductor channel agent industry has been adapting to the keen competition and rapid changing environment in the global market, by continual organizational reform to keep high competitiveness and barely maintain the positions in the supply chain of the industry. The study selected the companies in the channel industry of semiconductor parts and components as the study object, and made use of general questionnaires to collect data and measurements. Statistical techniques such as validity test, reliability test, multiple regression and covariance analysis were used to analyze and verify the findings. The conclusions of the study are as follows:
1. During the process of organizational reform, the cognition of rights and interests is showing positive effect on the commitment to organization. After the reform, the employees’ cognition of their rights and interests has a negative effect on the continual commitment to organization, but no significant effect on the normative commitment, and however, a positive effect on the emotional commitment.
2. Both the employees’ emotional and normative commitments have positive effect on the resignation intention; but the employees’ continual commitment has no significant effect on the resignation intention.
3. During the process of change, the employees’ cognition of their rights and interests has a negative effect on the resignation intention; and after the change, the effect is not significant.
4. The study discovers that there is intermediary effect of the employees’ commitment to organization; that is, during the process of reform, the effect on the resignation intention by the employees’ cognition of their rights and interests is being shifted, as the negative effect being weakened to be non-significant by the three dimensions of commitment to organization, i.e. emotional, normative, and continual commitment.
From the conclusion of the study, we found out that the satisfaction of the employees to their rights and interests has certain effect on the resignation intention, and the continual commitment has no significant effect on the resignation intention, and such finding suggests the “keep the talent” strategy for the human resources department. And that leads us to suggest two focuses of the “keep the talent” strategy in the practice of management as follows:
1. To effect a temporary solution, during the reform process, same emphasis shall be put on both the company target and the employees’’ rights and interests.
2. To perform a radical cure, it is necessary to review policies concerning the salary and fringe benefit system to make it a more clear cut bonus-penalty tool to provide instant inspiration and reward for good performance, and even make it a not-easy-to-let-go whenever an employee is thinking of resignation.
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