| Summary: | 碩士 === 東海大學 === 公共事務碩士在職專班 === 100 === Abstract
Due to the impact from Western deinstitutionalization of social welfare, amendments to social welfare acts related to people with disabilities, implementation of government reorganization policies, and trend in aging services in recent years, our public correctional institutions are facing with the critical time for organizational changes, where employees of such institutions are subject to taking more rigorous tests and challenges than before. The study applied the case of Nantou Education and Nursing Institute, Ministry of Interior, aimed to discuss the attitudes and trends of employees toward organizational changes in attempt to understand the difference between employees of different attributes in terms of cognition to organizational changes, expected impacts from organizational changes, and attitudes toward organizational changes, in addition to analyzing the correlations of dimensions. The study intends to provide reference on policies of organizational change for related institutions in attempt to improve the effectiveness of implementing change policies.
The study adopted questionnaire survey and the study objects comprised all employees from Nantou Education and Nursing Institute, Ministry of Interior. A total of 168 questionnaires in form of census were issued and the total valid questionnaires recovered were 148 with a valid questionnaire recovery rate of 88.1%. The data analysis methods include item analysis, reliability analysis, descriptive statistical analysis, independent sample t test, single-factor analysis of variance (ANOVA), Pearson product-moment correlation analysis, and forced variable entry method in multiple regression analysis, supplemented by applying SPSS17 as the statistical software tools of analysis. The empirical findings of the study are described in the follows:
1. Cognition and attitudes for different methods of organizational change: Employees at Nantou Education and Nursing Institute, Ministry of Interior showed more recognition for greater benefits to organizations with higher supports for the two organization changes, namely the work content adjustment and changes in organization service methods; who also showed the lowest cognition and supports for privatization related changes. Moreover, such organizational changes through transfer of jurisdiction to the Ministry of Health and Welfare are considered to be providing better services with acquisition of more resources. However the operational performance has yet to be determined for improvement.
2. Differences for employees of different attributes in various dimensions： In attitudes toward organizational changes, education, gender, position and titles, and work ranking were observed with significant differences.
3. Correlations of organizational changes in various dimensions： The four variables including feasibility cognition toward changes, degree cognition toward change information, expected benefits cognition in changes, and welfare and resources expected to affect work, showed active and supportive attitudes toward organizational changes with predictability as well as significant impact. In terms of negative and pessimistic attitudes, feasibility cognition toward changes showed highly significant predictability and significant impacts.
The following recommendations are provided according to the results of empirical studies:
1. Recommendations on organizational changes for Nantou Education and Nursing Institute, Ministry of Interior
1.1 Change policies：Promote change policies to strengthen employee cognition toward changes and protect the existing welfare and resources of work. Implement organizational consolidation policies with advocacy in its synergies and visions in order to establish the employee mission and value in the process of organizational transformation.
1.2 Organization： Establish diverse information propagation channel by strengthening organizational communication systems. Establish punishment and incentive measures to enhance assistance in organizational promoting changes.
1.3 Human Resources： Establish organizational change promotion teams as well as cultivate seeding members to strengthen information communication and advocacy to members with negative attitudes. Cooperate with employees to conduct work content adjustment and establish necessary HR elimination system.
1.4 Employees： Take initiatives in collecting change policy information to confirm the irreversible situations of changes, thereby to make correct judgment and actions. Use actions to solve adversity when facing with thinking perspectives in revolutionary changes and apply learning ability to turn crisis into opportunities.
2. Recommendations for public correctional institutions on organizational changes
2.1 Organization transformation and promote services for aging local users in response to aging trends in public correctional institutions.
2.2 Deliberately plan and review necessity of privatization, any promotion requires execution planning with more improvement and comprehensive alternative projects.
2.3 Institutions composed of organizational members with complex attributes should utilize forma and information channels to resolve the different groups of different attributes.
Keywords: Public Correctional Institutions, Organizational change, Attitudes toward Organizational Change, Cognition to Organizational Change, Expected Impact from Organizational Change
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