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研究生:施棋隣
研究生(外文):SHIH,CHI-LIN
論文名稱:醫療組織不同層級之間之凝聚要素初探
論文名稱(外文):A Study in the Elements of Cohesion among Different Levels of the Unit in the Organization
指導教授:徐茂練徐茂練引用關係施依彤
指導教授(外文):SHYU,MAW-LIANNSHIH,I-TUNG
口試委員:游志平羅懷暐
口試委員(外文):YU,CHIH-PINGLO,HUAI-WEI
口試日期:2023-07-17
學位類別:碩士
校院名稱:朝陽科技大學
系所名稱:企業管理系
學門:商業及管理學門
學類:企業管理學類
論文種類:學術論文
論文出版年:2023
畢業學年度:111
語文別:中文
論文頁數:47
中文關鍵詞:社會認同理論企業社會責任自我認同組織認同醫療組織文化
外文關鍵詞:Social Identity TheoryCorporate social responsibilitySelf-identityOrganizational identityOrganizational culture of healthcare organization
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本研究主要採用焦點團體訪談的研究方法,探討了在競爭激烈且受COVID-19影響的環境下,即使薪資水平不盡人意,研究的醫療組織因此仍然能夠維持低離職率的原因。研究發現,醫療組織文化在企業社會責任領域的表現與員工自我認同產生一致性之後,此高度組織認同感,形成了不同組織層級之間的凝聚力,因此仍然能夠維持低離職率。單位之中的高度社會支持,對於凝聚力扮演關鍵角色,本研究個案,由機構內不同層級的同仁中,針對認知與認同及目標探討對於員工的留任離職率的影響,與機構內教導和教育的文化,進一步強化進同仁對於既有文化的融入。此外,強大的領導者對於單位的社會支持也扮演關鍵角色,起著關鍵作用,領導者展現出強烈的責任感與對於員工的另類社會支持,形成了清晰的權力架構;這種權力架構也成為了組織內部凝聚力的重要因素之一。另外,醫療機構對員工的內部醫療服務對於離職率也有負向影響;當醫療機構對員工的內部醫療服務越多,越完整,離職率越低。也就是說,醫療組織內部的凝聚力是由員工之間的社會支持、組織內的領導力,以及員工的自我認同和組織認同等多種因素共同構成的;這種強大的凝聚力不僅有助於醫療組織在困難的環境中保持穩定,降低離職率,而且也有助於其實現企業社會責任。而且,醫院內部對病人的同情和實際的協助支援行動,這種組織文化認同與員工的自我認同和組織認同相呼應,構成了組織各層級之間的凝聚要素,將各層級緊密連接,甚至超越員工對於薪資因為環境競爭或者是covid-19及景氣因素造成的不滿意程度。
The present study adopted a focus group interview research method to explore the reasons why healthcare organizations can maintain low turnover rates even in a highly competitive and COVID-19-affected environment, despite less-than-satisfactory salary levels. The study found that when the organizational culture of healthcare organizations aligns with their performance in corporate social responsibility and employees' self-identification, a high level of organizational identification is formed, creating cohesion between different organizational levels and contributing to the maintenance of low turnover rates. The presence of strong social support within the unit plays a crucial role in fostering this cohesion. In the case study, the impact of cognitive and identification factors on employee retention rates within different organizational levels was explored, along with the culture of teaching and education within the organization, further reinforcing the integration of employees into the existing culture. Additionally, strong leadership support and alternative forms of social support provided by leaders are essential in establishing a clear power structure, which becomes one of the key factors contributing to internal cohesion within the organization. Furthermore, the provision of internal healthcare services to employees by healthcare organizations also has a negative impact on turnover rates; the more comprehensive and abundant the internal healthcare services provided by the organization, the lower the turnover rates. In other words, the cohesion within healthcare organizations is shaped by various factors, including social support among employees, leadership within the organization, and employees' self-identification and organizational identification. This strong cohesion not only helps healthcare organizations maintain stability in challenging environments and reduce turnover rates but also contributes to the fulfillment of corporate social responsibility. Moreover, the alignment of organizational culture with employees' self-identification and organizational identification through sympathy and practical support for patients within the hospital forms a cohesive element among different organizational levels, connecting them closely and potentially surpassing employees' dissatisfaction with salary levels due to environmental competition, COVID-19, and economic factors.
摘要 I
誌謝 III
目錄 IV
圖目錄 VI
第 壹 章 緒論 1
第一節 研究背景與動機 1
第二節 研究問題與目的 2
第三節 研究流程 2
第 貳 章 文獻回顧 3
第一節 社會認同理論 3
第二節 員工自我認同 5
第三節 醫療組織文化在企業社會責任領域的表現 6
第四節 組織層級之間的凝聚力 7
第五節 離職率的影響因素 8
第六節 領導者責任感 9
第 參 章 研究方法 10
第一節 研究架構 10
第二節 研究方法之選擇 11
第三節 研究設計 11
第四節 主持人的特質 12
第五節 參與者的招募 12
第六節 資料收集分析 14
第七節 訪談流程圖 15
第 肆 章 企業與訪談內容分析 16
第一節 個案醫療組織機構特質及文化簡介說明 16
第二節 社會支持與凝聚力分析 29
第三節 凝聚力與離職率分析 33
第四節 機構內部福利完整性分析 34
第五節 員工薪資滿意度對於離職率影響之分析 35
第六節 命題發展 36
第 伍 章 結論 40
參考文獻 44
表目錄
表3-1 受訪名單 13
表4-1 機構沿革 29
圖目錄
圖1-1 研究流程 2
圖3-1 本研究架構圖 10
圖3-2 本研訪談流程圖 15
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