| Summary: | 碩士 === 淡江大學 === 公共行政學系公共政策碩士在職專班 === 98 === The aim of this research includes three parts: firstly to explore the association of the attributes of remain employees and their work values, secondly to study the association of remain employees and their organizational change perception and thirdly to discuss the association of the work values of retain a post employees and their organizational change perception after the execution of the second stage Jingjin program in Military Supplies Units. Through this research, we are able to understand the perceptions of different types of employees in work values toward the organizational change.
In order to achieve the result, we took literature review to build the theoretical background as well as research framework for this research. In addition, we also took the approach of questionnaire survey to the staffs in Military Supplies Units to collect empirical data. According to our comprehensive survey, 470 questionnaires were distributed and 370 were returned. Out of these, total 370 were valid. For the statistical analysis, we used description covariance analysis, independent sample T examine, one-way AVOVA, Pearson product moment correlation, and canonical correlation analysis were conducted. The major findings are as follows:
1. According to the results in each variable of demographical statistic and work value, it proved that only working ranks and educational levels showed significant relation to “working interaction”, “working achievement”, and “self-realization” in the working value aspect. There was no significant relationship within each aspect of working value toward genders, working responsibilities, years of working experiences, ages, and married status.
2. According to the results in each variable of demographical statistic and organizational change perception, it showed that only educational levels had significant relation to “work loading” and “employees training and communication” in the aspect of organizational change perception. Genders, working ranks, working responsibilities, years of working experiences, ages, and married status had no significant relation to each aspect of the organizational change perception.
3. All of the interviewees showed positive reactions toward organizational change perception after the execution of the second Jingjin program. Among all the responses, “employees training and communication” got the highest attention. The second highest one was the perception of “rights, interests and protection”. And the latest one was the perception of “work loading.” In addition, interviewees also had positive reactions toward each of the work value aspect. Among the responses, “working interactions” got the highest recognition, the second highest one was the “Work security”, and the latest one was “learning and growth.”
4. Under value aspect, “work security” showed significant relation to “work loading” and “employees training and communication” of the organizational change perception aspect. “Leaning and growth” presented significant relation to “work loading” and “rights and interests protection” of the organizational change perception aspect. “Working interaction” exhibited significant relation to “work loading”, “employees training and communication”, and “rights and interests protection” in the aspect of organizational change perception. ”Working achievement” revealed significant relation to “work loading” and “rights and interests protection” of the organizational change perception aspect. “Self-realization” showed significant relation to “work loading”, “employees training and communication”, and “rights and interests protection” in the aspect of organizational change perception.
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