臺灣博碩士論文加值系統

某設計公司於創立八年後因成長所需，依法成立職工福利委員會(簡稱福委會)，福委會的目的透過事業單位及受僱員工共同提撥職工福利金，開辦必要的福利措施，以鼓舞員工工作士氣，強化勞資合作關係。
員工在福委會的運作中學到如何和跨部門的同仁一起合作將員工福利最大化，福利項目可由福委們討論、決定福利方向，可能是員工旅遊、尾牙、家庭日、運動會、聚餐、現金發放…等。
本個案描述了福委會至成立開始後，每一屆福委們都在堅持己見，當意見相左時最後是誰出面主導而解決問題，過程中又展現了什麼樣的領導風範。當組織衝突不斷的發生，總經理採取了怎麼樣的手段來化解過去累積的陰霾以及用什麼樣的新模式來解決這個現象。學生可以從此個案中學習到職工福利基本概念、衝突的策略、組織領導者風格導向、以及溝通的重要等課題。

One design company established the Employee Welfare Committee according to the laws due to the growth needs after it has been founded for 8 years. The purpose of Employee Welfare Committee is to mutually allocate employees’ welfare payments through public institutions and employees and to conduct the necessary welfare measures, so as to encourage employees’ work morale and facilitate the cooperative relationship between labor and capital.
Employees learn how to cooperate with the cross-departmental colleagues in the operation of Employee Welfare Committee to maximize the employees’ welfare. The welfare items can be discussed by the members of Employee Welfare Committee to determine the welfare direction which might be the staff travel, the year-end dinner for employees, Family Day, sports meeting, dinner party, cash distribution, etc.
This case described that the members of Employee Welfare Committee of each session hold on to their own views after the Employee Welfare Committee set up. When they have different opinions with others, who finally stands up to dominate and solve the problems and what leadership they show in the process? When the organizational conflicts occur continuously, the general managers adopt what measures to resolve the haze accumulated in the past and what new model to deal with such phenomenon. Students can learn about the issues from this case, such as the basic concept of employees’ welfare, strategies for conflicts, organizational leaders’ style guiding, importance of communication etc

目錄
ABSTRACT ii
目錄 iv
圖目錄 vi
個案本文 1
職工福利委員會成立 1
福委會正式運作 1
除荒草種福田 2
突破僵局凝聚共識 4
新氣象舊格局 5
福委內心的天使與魔鬼 6
救世主出現 7
強烈的訴求與溝通的壁壘 8
創世紀 9
公司同仁眼中的福委會 11
旅行社活動廠商眼中的福委會 11
老闆眼中的福委會 11
福委眼中的福委會 11
個案分析 12
壹、 導讀 12
貳、 教學效益與目標 12
參、 個案適用之課程 12
肆、 教學所需的背景資料 13
一、 組織變革 13
二、 員工福利 13
三、 組織行為(organizational behavior,簡稱OB) 13
四、 魅力型領導與轉換型領導 14
五、 激勵 15
六、 雙因子理論 15
七、 溝通 16
伍、 問題討論與參考答案 17
一、 主任委員如何組織第一屆的委員？ 17
二、 每一屆的福委會都面臨福利金項目的定義。如何產生共識？ 18
三、 福委會成立之後最常發生的衝突 18
四、 探討福委的心態？ 19
五、 探討主任委員與總經理的領導屬性？ 19
六、 探討本案的激勵因子與保健因子 20
陸、 教學建議與板書規劃 20
參考文獻 23
附錄-職工福利金條例 25
附錄-職工福利委員會組織準則 28

 
圖目錄
圖 1：溝通過程的訊息傳遞方式 17

 

參考文獻
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[ 12 ]組織行為學.十五版 黃家齊、李雅婷、趙慕芬 編譯.
[ 13 ]職工福利金條例。勞動法令。修正日期：民國104年07月01日
[ 14 ]職工福利委員會組織準則。勞動法令。修正日期：民國 102 年 10 月 17 日