公司組織再造對結構制度、管理行為、員工及績效的影響--以個案A建設公司為例

Abstract

全球在後疫時代面臨地緣政治的戰爭、美國關稅經貿競爭及人工智慧運用的新局面，不得不思考未來的出路。以國內建設公司影響來說，政府對房市政策調控、市場資金緊縮、關稅影響、利率上升、供料成本上漲、人力缺乏等考量。A建設公司二年前採取調整組織架構，迎接新局作為因應。過程中，納入新策略目標、市場需求、產品定位、品牌形象、企業永續ESG等考量，將專業技術的部門制，改成專案式矩陣組織的部門架構，集中各種技術職能的人才成為專案全能性的小團隊，自營接任更多建案，提升公司競爭力。員工在企業組織中，是最重要的資產，也是最關鍵的績效來源，然而在組織再造後，新組織績效提升對企業主來說，才是最重要的考量。本研究將從組織再造的課題出發，探討結構制度概述、矩陣組織概述、管理行為概述及績效管理概述的研究文獻，以個案質性研究的方法，在組織改造的過程進行調查研究，訪談在職10年以上之員工30位，須曾在新、舊組織部門服務過員工，提供比較新、舊組織差異的影響，取得受訪者的職場經驗與管理認知等資訊。為求訪談工具之周延，先從30位員工中，挑選處級、部門主管、員工等三層級之代表同仁8位，實施訪談題綱試測，修正符合規劃與文獻探討層面具有關聯性之6個層面10個問題。正式訪談資料蒐集，經編碼整理歸納出，有關類別與層面之現象及問題，經與文獻或公開資訊、或紀錄文件等運用三角交叉法檢驗，分析其真實性，再依據分析結果提出研究結論、管理意涵。研究發現，組織再造對員工及績效的影響具有多面向且複雜性，由質性/個案研究訪談編碼、歸類、分析、比對的驗證，得出A建設公司透過有效的組織調整、管理行為、員工及績效管理策略，成為推動組織再造之關鍵因素，研究並提出相關管理實務意涵及未來研究建議，可供建設企業及後續研究者參考。In the post-epidemic era, the world is facing new situations of geopolitical wars, economic and trade competition, and digitalization, and has to think about the future. In terms of the impact on domesticconstruction companies, there are considerations such as the government's regulation of housing market policies, market capital tightening, inflation, rising interest rates, rising material costs, and lack of manpower. Two years ago, Construction Company A adjusted its organizational structure to cope with the new situation. During the process, we incorporated new strategic goals, market demand, product positioning, brand image, corporate sustainability (ESG) and other considerations, and changed the professional and technical department system to a project-based matrix organization department structure, concentrating talents in various technical functions into small teams with all-round projects, taking over more construction projects on our own and enhancing the company's competitiveness. Employees are the most important assets and the most critical source of performance in a corporate organization. However, after organizational reconstruction, improving the performance of the new organization is the most important consideration for business owners. This study will start from the topic of organizational reengineering, explore the research literature on structural system overview, matrix organization overview, management behavior overview and performancemanagement overview, and conduct investigation and research in the process of organizational transformation using the method of case qualitative research. 30 employees who have been in the company for more than 10 years are interviewed. They are required to have served in both the new and old organizational departments. The study will provide a comparative study of the impact of the differences between the new and old organizations, and obtain information such as the interviewees' workplace experience and management cognition. In order to ensure the comprehensiveness of the interview tools, eight representative colleagues from three levels, namely, division level, department heads, and employees, were selected from the 30 employees to conduct a pre-test of the interview questions, and then 10 questions from six levels that were relevant to the planning and literature research levels were revised. The formal interview data were collected and coded to summarize the phenomena and problems of relevant categories and levels. They were then cross-triangulated with literature, public information, or record files to analyze their authenticity. Based on the analysis results, research conclusions and management implications were proposed for reference in future research and recommendations.In summary, the impact of organizational reengineering on employees and performance is multifaceted and complex. Construction Company A successfully promoted organizational reconstruction through effective organizational adjustments, management behaviors, and employee and performance management strategies, providing valuable reference experience for other construction companies.