科技發展下傳統媒體的組織變革與勞資關係:以《聯合報》系為例

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2021

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本研究主要探討傳統平面媒體《聯合報》系,在面臨數位匯流挑戰時,如何因應市場結構改變,找出組織變革策略與行為,以及勞資雙方如何兼顧經營績效管理與保障勞工權益下執行協商。研究問題如下:(一)數位匯流下,傳統報業組織領導者,在報業媒體的轉型變革中扮演的角色為何?在解構與再建構的組織變革中,其態度與決策產生的影響為何?(二)數位匯流下,《聯合報》系在改變與再建構的組織變革中,推動那些重要的組織改造?(三)數位匯流下,《聯合報》系在解構與再建構的組織變革中,產生的勞資爭議為何?勞資協商的歷程與結果為何?研究發現如下: (一)《聯合報》系領導人與管理階層廣邀學者專家進行結構變化的盤點,透過內部刊物交流,讓員工了解傳統紙媒面臨數位匯流之困境與機會;同時擘畫轉型變革目標、策略與手段,並對內容與人力提出重整因應。另外,透過願景溝通,讓員工了解未來的願景與方向。啟動不同階段教育訓練,進行員工職能與態度的轉化;並適時宣導成效,建立信心,化解抗拒。 (二)因應數位匯流的組織變革,報系從1990年起,實施不同階段的優退、優離人事精實政策。報系在1980年代榮景時期,受雇人員高達5千多人,到了2020年底剩1,386人,減縮達2.7倍強。 (三)2002年報系開始倡議改革薪級制度,並於2008年推動KPI績效管理,2011實施薪幅制,跳脫既有薪級制度,將同仁職務貢獻與薪資緊密結合,讓薪資結構更趨合理與彈性化,以強化報系整體競爭力。 (四)報系執行變革中,工會組織居中協商談判,推動團體協約簽訂、「久任年金」協議、薪幅制團體協約等。工會更適時反應有關KPI績效管理執行問題、考績爭議事件及記者工作負荷過重等等,力保員工在組織變革中的勞動權益。
This research mainly explores how the traditional print media"United Daily News" is facing the challenge of digital convergence, how to respond to changes in the market structure, find out how to find organizational change strategies and behaviors, how to negotiate between labor and management, and strive to manage performance and protect the rights and interests of labor. The research questions are as follows: 1. Under the digital convergence,what is the role of the leaders of traditional newspaper organizations in the transformation? In the organizational reform of deconstruction and reconstruction, what is the impact of its attitude and decision-making?2. Under the digital convergence,what important organizational transformations are promoted by the"United Daily News"in the organizational transformation of deconstruction and reconstruction? 3. Under the digital convergence, what are the labor disputes arising from the deconstruction and reconstruction of the "United Daily News" organization? What is the process and results of labor consultation? The research findings are as follows: 1. "United Daily News" department leaders and management invite scholars and experts to take stock of structural changes. Through internal publications, employees can simultaneously understand the difficulties and opportunities of digital convergence in paper media. Plan the goals, strategies and methods of transformation and change, and propose responses to changes in content and organizational manpower. Through vision communication, let employees understand the future vision and direction. Initiate education and training at different stages to transform employees' functions and attitudes. Build confidence and resolve resistance through the results of the process. 2. In response to the organizational changes of digital convergence, since 1990, the United Daily News has also promoted different stages of retirement, separation, and layoffs. The "United Daily News" was in its flourishing period in the 1980s, with more than 5,000 people. By 2020, there were only 1,386 people left, a reduction of more than 2.7 times. 3. In 2002, the "United Daily News" initiated the reform of salary scale system. In 2008, it promoted KPI performance management. In 2011, it implemented the salary scale system to break away from the existing salary scale system. It closely combined the job contribution and salary of colleagues, making the salary structure more reasonable and flexible, so as to strengthen the overall competitiveness of the Department.4. In the process, the labor union organizes centrally negotiated negotiations, promotes the signing of the group agreement, the"long-term annuity" league association method, and the salary range system league association. Responding to issues related to KPI performance management promotion, Linkou factory relocation, performance appraisal disputes and increasing workload of journalists, and other issues related to the agreement, and strive to protect the labor rights of employees in the organizational reform.

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組織變革, 勞資關係, 關鍵績效指標, Organizational Changes, Labor-Management Relations, Key Performance Indicator

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