從工作鑲嵌觀點探討人才穩定性與流動性-以公用天然氣事業為例
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2023
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社會大眾對於公用天然氣事業一向感到陌生且神秘，不但難以瞭解導管配管專業人員的工作內容甚至產生誤解。實際上，公用天然氣事業屬於獨占性的傳統產業，國內計有25家，從業人員約2,600多人，其中導管配管專業人員約占52%左右。本研究依循工作鑲嵌（job embeddedness）概念出發，研究公用天然氣事業中導管配管專業人員的穩定性與流動性問題，探討員工對組織依賴的因素，組織如何善用優勢、建構健全的管理制度，降低員工的離職意圖與行為，期望運用工作鑲嵌架構能發展出兼具組織優勢及員工喜好之留才策略。本研究採用個案研究法，主要針對個案公司進行離職狀況的歷史資料分析與深度訪談，為了更瞭解個案公司員工離職意圖或行為產生背後的原因，除了訪談離職員工了解公司無法留任員工的主因外，亦訪談在職員工，了解員工選擇留任於公司的原因，以及當產生離職意圖時為何未轉變為離職行為的原因，同時訪談主管瞭解其希望組織能提供什麼樣的協助，以提升導管配管專業人員的穩定性。故訪談對象包含在職員工2位、主管1位及已離職員工4位，共訪談7位。訪談結果發現，個案公司的在職員工的留任或當產生離職意圖時為何未轉變為離職行為的原因，在工作鑲嵌中理論可以發現，在「連結」面向，「人」是主要因素，尤其是與資深人員連結；在「契合」面向，公司提供有系統的制度與文化，是落實人力資源的永續發展；在「犠牲」的面向在於離開後除了機會成本外，就業環境的安定感最能解釋為何他們要留下來。本研究的結論是，公用天然氣事業在人力資源的管理方面，在於組織制度的僵化無法立即反映市場環境的變化，但由於獨占性的傳統產業特性，即便是人員流動性的增加，仍然不至影響到公司的經營能力或運作。公用天然氣事業應善用產業優勢，善用工作鑲嵌中「人」的「連結」面向、優化組織制度營造「契合」面向的氛圍。最後，增加員工有感的加薪在「薪水」、「成就」、「成長」三方向，提高離開公司所產生「犧牲」的面向，來達到留才的目的。
The public natural gas industry, in the eye of the general public, has always been unfamiliar and sheds a certain degree of mystic about it. Hence, to the public, the work portfolio of gas piping professionals is hard to comprehend and often misunderstood. In fact, the public natural gas industry is exclusive and monopolistic in nature, consisting of only 25 companies operating within Taiwan, and employing a workforce of over 2,600 employees, of whom 52% are certified conduit and piping engineering professionals.Based on the concept of [Job Embeddedness], this research focuses on studying the stability and turn-over rate of pipeline engineering professionals within the public natural gas industry, exploring factors contributing to employee dependency towards the organization, and defining methods for utilizing organizational strengths in building an integrated management system to reduce employee turn-over intention and behavior. This research aims to utilize the work embedded framework as the basis for development of a talent retention strategy that combines organizational strength with employee preferences.This study adopts the case study method to mainly conduct historical data analysis and in-depth interviews in regards to employee turn-over for the case companies under review. To form a better understanding of the reasons behind employee turn-over intention and behavior, this study, interviewed former and current employees, to form an understanding on why companies are able, or unable to retain employees. Based on interview results, this study further pinpoints factors influencing the transition from just having resignation intentions into the eventually resignation behavior itself. Supervisors were also interviewed, as an effort to gain insight into the need for organizational assistance/intervention, to elevate stability within pipeline engineering professionals. The sample pool of interviewees included 2 current employees, 1 supervisor and 4 former employees.From the interviews, decisive factors influencing the decision not to transition from [having intend] (resignation intention) into [put into action] (resignation behavior) were found. According to the theory of organizational embeddedness, within the aspect of ‘Links’, ‘People’ is the decisive factor, especially in the case of having a connection with senior personnel. From the ‘Fit’ perspective, providing a systematic corporate structure and culture is an essential part in achieving human resource sustainability. The ‘sacrifice’ aspect of the theory shows that, besides dealing with opportunity cost after resigning, a sense of security within the employment environment is the driving factor in deciding [to stay].This study concludes that, from the human resource management point of view, the organizational structure of public natural gas enterprises is far too rigid to immediately reflect changes in the market environment. It is the monopolistic nature of this traditional industry that keeps business running without harm, even when the employee turn-over increases at an alarming rate. Public natural gas businesses should utilize their industrial strengths, utilize the aspects ‘People’ and ‘Links’ within the corporate structure, and optimize the organizational system to induce a ‘Fit’ atmosphere. Finally, a tangible salary increase consists of ‘salary’, ‘achievement’ and ‘growth’, whereas increasing the ‘sacrifice’ of leaving employment builds the foundation to retain talents within the business.
The public natural gas industry, in the eye of the general public, has always been unfamiliar and sheds a certain degree of mystic about it. Hence, to the public, the work portfolio of gas piping professionals is hard to comprehend and often misunderstood. In fact, the public natural gas industry is exclusive and monopolistic in nature, consisting of only 25 companies operating within Taiwan, and employing a workforce of over 2,600 employees, of whom 52% are certified conduit and piping engineering professionals.Based on the concept of [Job Embeddedness], this research focuses on studying the stability and turn-over rate of pipeline engineering professionals within the public natural gas industry, exploring factors contributing to employee dependency towards the organization, and defining methods for utilizing organizational strengths in building an integrated management system to reduce employee turn-over intention and behavior. This research aims to utilize the work embedded framework as the basis for development of a talent retention strategy that combines organizational strength with employee preferences.This study adopts the case study method to mainly conduct historical data analysis and in-depth interviews in regards to employee turn-over for the case companies under review. To form a better understanding of the reasons behind employee turn-over intention and behavior, this study, interviewed former and current employees, to form an understanding on why companies are able, or unable to retain employees. Based on interview results, this study further pinpoints factors influencing the transition from just having resignation intentions into the eventually resignation behavior itself. Supervisors were also interviewed, as an effort to gain insight into the need for organizational assistance/intervention, to elevate stability within pipeline engineering professionals. The sample pool of interviewees included 2 current employees, 1 supervisor and 4 former employees.From the interviews, decisive factors influencing the decision not to transition from [having intend] (resignation intention) into [put into action] (resignation behavior) were found. According to the theory of organizational embeddedness, within the aspect of ‘Links’, ‘People’ is the decisive factor, especially in the case of having a connection with senior personnel. From the ‘Fit’ perspective, providing a systematic corporate structure and culture is an essential part in achieving human resource sustainability. The ‘sacrifice’ aspect of the theory shows that, besides dealing with opportunity cost after resigning, a sense of security within the employment environment is the driving factor in deciding [to stay].This study concludes that, from the human resource management point of view, the organizational structure of public natural gas enterprises is far too rigid to immediately reflect changes in the market environment. It is the monopolistic nature of this traditional industry that keeps business running without harm, even when the employee turn-over increases at an alarming rate. Public natural gas businesses should utilize their industrial strengths, utilize the aspects ‘People’ and ‘Links’ within the corporate structure, and optimize the organizational system to induce a ‘Fit’ atmosphere. Finally, a tangible salary increase consists of ‘salary’, ‘achievement’ and ‘growth’, whereas increasing the ‘sacrifice’ of leaving employment builds the foundation to retain talents within the business.
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工作鑲嵌, 連結, 契合, 犧牲, 公用天然氣事業, 導管配管專業人員, Job Embedded, Link, Fit, Sacrifice, Public Natural Gas Utilities, Pipeline Engineering Professionals