The study of organizational identification and employee Satisfaction by balanced scorecard- from a hospital located in the central part of Taiwan.

• Main Authors: Hsiu-Chen Chiang, 江秀珍
• Other Authors: 馬作鏹
• Format: Others
• Language: zh-TW
• Published: 2009
• Online Access: http://ndltd.ncl.edu.tw/handle/88159113135080274025

碩士 === 中國醫藥大學 === 醫務管理學研究所碩士班 === 97 === In recent years, the overall performance indicators and management concept introduced in the balanced scorecard have gradually drawn more attention from the academia and the practical field. However, in most literature reviews, balanced scorecard was either evaluated from a financial perspective or was used to conduct performance review. There are very few studies analyzing the impacts of balanced scorecard on internal employees. The aim of this study was to compare the degree of organizational identification and employee satisfaction between those employees who actually participated in the balanced scorecard implementation process and understood each step of the process and other employees in the hospital. This study was conducted via experimental design and questionnaire survey. The research subjects were chosen from a hospital located in the central part of Taiwan. The purpose of this study is to make an analysis on the variation degrees of organizational identification and employee satisfaction before and after the implementation of the balanced scorecard between those employees who participated in the balanced scorecard implementation team (experimental group) and those who did not (control group). The study findings show that: (1) In regard to organizational identification, such as employee similarity, relationship and loyalty, compared with the control group, the experimental group has a larger improvement difference between the measurements before and after the implementation process. (2) In regard to degree of satisfaction, such as internal, external and overall satisfaction, compared with the control group, the experimental group has a larger improvement difference between the measurements before and after the implementation process. There is a significant positive correlation on organizational identification and employee satisfaction for those who participated in the balanced scorecard implementation team under the circumstance that the impacts on employees, in regard to gender, educational level, duty, supervisor type, job type, age and seniority were controlled. A high degree of participation in implementation of the balanced scorecard would result in a high degree of organizational identification and employee satisfaction. The findings of this study can be used as a reference for those hospitals not yet implementing or planning to implement the balanced scorecard.