臺灣博碩士論文加值系統

因2008年9月爆發的全球金融海嘯，全球企業無不面臨到空前之危機，諸多企業不斷在進行組織瘦身，希望汰去一些沉重的負擔。在人力資源政策上
，企業一方面思考如何精簡人事，在營運成本上壓縮一些資本空間以因應前途未卜之產業環境；二方面也不斷在思考如何讓留下來的人力最大效益的分配。然而，在這個人心惶惶的情境下，企業必須要讓員工重拾對組織的信心，讓深受打擊的士氣能夠為之一振，重新認同組織之價值觀以及信念，進而願意為組織目標而付出，並繼續留任為組織貢獻，為達成此目的，內部行銷是許多公司採行的策略。 換句話說，把員工當作內部顧客，以傳統行銷的哲學以及手法，將組織(或工作)當產品銷售給員工，並透過滿足員工認知之期望程度，達到員工滿意度(或稱工作滿足)，進而從滿意度衍生出忠誠度，達到組織承諾。

為驗證三者之關係，並希冀了解在一歷經重大組織變動的企業是否真能有效提升員工滿意度以及組織承諾，因此選定一個案公司，並透過問卷收集以及統計分析，達成以下結論：
1. 人口統計變數在組織內部行銷認知程度、員工滿意度、以及組織承諾並無顯著差異，惟內部年資三至五年之員工員工滿意度以及組織承諾都較其他年資為低。
2. 組織內部行銷行為可以正向地影響員工滿意度，尤其是在管理支持以及人力資源管理活動兩構面。
3. 組織內部行銷行為可以正向地影響組織承諾，尤其是在管理支持以及內部溝通兩構面。
4. 員工滿意度可以正向地影響組織承諾。
5. 組織轉型並未顯著影響內部員工之員工滿意度以及組織承諾。

根據上述結論，給予個案公司內部行銷策略建議如下：
1. 將組織內部行銷責任與主管角色結合，並將主管角色從傳統的業務管理者，延伸為組織內部行銷負責人員。
2. 促進高階主管、中階主管以及基層主管之間的內部溝通，進而提升管理支持。
3. 工作時間彈性制。
4. 強化人才培育機制。
5. 人力資源部門內部應該是內部行銷執行的首要單位。

For the impact of the global ecomomics crisis occruing in September, 2008, most of the glocal companies have faced the most significant businness recession since World War II. To overcome this challenge and maintain the existence in the global business world, most companies have tried to lessen down the unnecessary operational expence. Labor cost is definitely considerated into the cost-down plan, companies have to think of 2 things: one is how to squeeze some cash from decreasing the employee numbers, but also how to mazximize the human resource vlaues for the rest.

Under this risky contingency, the employees who were remaining to be hired are not free from the worry to get fired, and naturally losing the faith to the organization. Companies need to rebuild the faith and recognition from employess in ofer to gain their trust, and willingness of devotion to the company goals. To realize this intention, “Internal Marketing”is considered as one of the most effective approaches, with the extension from Marketing philosophy and methods, treating your comployess as internal customers, and try your best to win customer satisfaction, will will bring customer loyalty and commitment in sequence.

To verify the relationship among “Internal Marketing (IM)”, “Employee Satisafactions (ES)”, and “Organizational Commitment (OC)”, a quantitative and qualitative research is conducted, with the hope the reliaze if it works practically within an organization which just faced a major organizational change. A technology company is chosen to be the case as research target, and a questionnaire survey is used to collect employees’ opinions, throught the statistics analysis, certain conclusions are made as the following:
1. Variance of interviewees doesn’t present significant variance in the statistical aspect in any of the three factors. However, on the group with internal scenarity between 3~5 years have shown a significant variance, which the average the score is lower than all the other groups.
2. Organzational internal marketing behaviors can positively influence the levels of employee satisfactions, especially in the aspects of “Management support” and “Human Resource Management Activities”
3. Organzational internal marketing behaviors can positively influence the levels of Organizaitonal Commitment, especially in the aspects of “Management support” and “Internal Communication”
4. Employee Satisfaction can positively influence organizational commitments.
5. The levels of “ES” and “OC” between the two groups: one is the group of senior employees who have encountered the major change, and the other is the group of junior employees who have’t, doesn’t show siginificant variance in statistics.

According to the conclusions drawn above, we’ve proposed the following suggstions as reference for the company’s internal marketing strategy:
1. Conbine the role and reasponsibitliy of a internal marketed into the role of managers.
2. Prorvide more mutual communication channels between different levels of managers, so they can have adequate information about the company, then they can play as the internal marketer to effectvively improve employees’ recognition of management support and internal communication.
3. Flexibility of office hours to satisfy employees’needs in the balance of workload and personal life quality.
4. Strenthen and diversify the talent development mechanism.
5. Human resource department should play the role as pioneer and facilitator in the execution of organizational internal marketing plan.

謝誌
中文摘要
英文摘要
目次
表次
圖次
1. 緒論
1.1. 研究背景及動機
1.2. 研究目的
1.3. 研究對象

2. 文獻探討
2.1. 內部行銷
2.2. 員工滿意度
2.3. 組織承諾

3. 研究方法
3.1. 研究架構
3.2. 研究假設
3.3. 問卷設計
3.4. 問卷前測
3.5. 抽樣設計
3.6. 分析方法

4. 資料分析
4.1. 敘述性統計分析
4.2. 信度分析
4.3. 相關分析
4.3. 迴歸分析
4.3. 人口統計變數變異分析

5. 結論與建議
5.1. 研究結論
5.2. 內部行銷策略建議
5.3. 研究限制

參考文獻
附錄A：本研究問卷
附錄B：企業訪談紀錄

書籍文章
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碩士論文
1. 王翠品(2002)，內部行銷作為、工作滿足、與離職傾向之研究—以H連鎖娛樂事業為例，中山大學人力資源管理研究所。
2. 李明洪. (2007). 組織文化、教育訓練對員工滿意度與組織績效影響之研究—以南部科學工業園區廠商為對象 .
3. 李昆衛. (2004). 員工福利制度認知、內部顧客滿意與組織認同之關聯性分析.
4. 林君怡. (2004). 員工價值、員工滿意與員工績效之關聯模式之建立與分析.
5. 林冠宏. (2003). 轉換型領導、組織認同、組織溝通對領導效能影響之研究－以台南縣政府組織變革為例.
6. 林茂山. 高科技產業人力資源角色功能之研究-以國內IC設計業為例.
7. 胡夢蕾. (2003). 內部行銷與工作滿意度之研究- 以台灣國際觀光飯店為例.
8. 張峻源. (2001). 組織文化、組織承諾與組織變革態度之研究─以中央信託局為例 .
9. 陳文芳. (2002). 人力資源部門內部服務品質因子之研究_以企業主管觀點.
10. 黃素瓊. (2005). 員工滿意度與其員工績效之調查研究－以四家會員型證券投資顧問公司為例.
11. 黃篙竑. (2005). 員工滿意度與顧客滿意度相關性之研究－七家臺灣地區醫院之實證分析 .
12. 楊錦洲；楊錦章；葉子明. (2006). 員工滿意度調查之模式建構與運用—以高科技公司為例.
13. 葉世明. (2003). 內部行銷、工作滿足與顧客導向關係之研究－以玉山商業銀行為例.
14. 劉芳君. (2003). 組織人力精簡對留任員工之態度和行為及組織績效關係之研究 .
15. 蔡崑源. (2000). 華進集團員工滿意度、工作投入、組織承諾與離職意願之研究 .
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