如何留住員工：分析臺灣麥當勞之人力資源管理政策

Abstract

本文旨在研究麥當勞人力資源管理政策使員工「留任」之原因，並加入組織及主管層面多方探討。綜觀過去研究一般聚焦離職因素，然本文著重於提出「機會點」，研析其可發展之處。在研究設計上，使用深度訪談及參與觀察法對總計8位員工、主管進行訪談與觀察，另邀麥當勞營運顧問提供不同層面見解；在文本闡釋上，透過NVivo質化軟體協助；在立論上，員工層面透過激勵、情緒及衝突理解員工想法，組織層面藉助企業特色與團隊合作討論優劣之處，主管層面經由管理特色與溝通方面探索作用方向，藉此彙整三項研究問題。關於研究問題一，員工對於經濟、工作政策之彈性排班及升遷、娛樂、職涯發展學習等激勵方式抱予正面態度，惟工作環境、夥伴及自身因素仍影響激勵鞏固效果，而使員工產生情緒，進而演變為衝突，所幸仍有功能性衝突發展，而消極性衝突也藉由研究問題二，組織所重視的企業特色與團隊合作中產生的關懷、氣氛及妥適團隊角色化解。然團隊合作仍產生對於領導品質與人員質量改善之呼聲，因此順勢藉研究問題三，由主管透過職權與彈性空間的適當拿捏，配合四通八達的溝通方向實現情緒理解、提供訊息及控制目標達成回應員工要求，接著著眼機會點討論環境世代、訓練及排班執行所衍生之情況，最後彙整29項研究命題。茲據上述，本研究主要研究貢獻在於提供理解員工真實想法的資料，讓組織有跡可循找到進步之方式，對主管發現有效管理亦有適用。This thesis aims to examine the reasons why McDonald’s Human Resource Management policies lead to employee"retention" through the employees themselves, the organization, and their supervisors with a greater focus on "opportunity points" for improvement. Eight employees and one McDonald’s consultant were interviewed through in-depth interviews and participant observation, and NVivo qualitative analysis software was used to assist in the analysis, resulting in the development of three research questions. Regarding Research Question 1, employees had positive attitudes toward motivation, and emotions atwork led to functional and negative conflict effects, which were resolved through Research Question 2, organizational characteristic discussions and teamwork. However, teamwork still creates a demand for improvement in the quality of leadership and staff, so the Research Question 3, supervisory management style and communication effects, responded to the opportunity points of employees and the organization. Finally, 29 research propositions were compiled from the three research questions. Based on the above, we would like to contribute data to understand the real thoughts of employees so that organizations and supervisors can find the most suitable management style.