中鋼公司成立於1973年，長期以來經營績效卓越，員工的離職率低；為了維持競爭力，在2002年元月份開始，進行組織人力合理化的變革計畫，預計在2006年縮減15%之人力。
本研究的目的有下列四項：
一、瞭解中鋼公司員工工作滿足之程度與其組織承諾的情形。
二、分析中鋼公司員工對公司組織變革的認知程度與對組織變革的反應態度。
三、探討中鋼公司員工工作滿足、組織承諾與組織變革態度之相關性。
四、瞭解支持與抗拒公司組織變革的員工特徵，並探討員工抗拒變革的因素。
本研究的結果顯示：
一、中鋼公司員工的工作滿足程度並不高 (平均值3.49，標準差0.55)，員工的組織承諾程度則有較高的表現(平均值3.78，標準差0.51)。工作滿足與組織承諾兩變項間呈現正相關之關係。
二、整體而言，中鋼公司員工變革認知(平均值3.07，標準差0.54)與變革態度(平均值3.02，標準差0.68)，並未有積極支持與極力抗拒的表現。變革認知與變革態度兩變項間呈現正相關之關係，並且具有顯著之影響性。
三、中鋼公司員工工作滿足、組織承諾與組織變革態度具有顯著相關性，但不具影響性。
四、員工個人屬性中，只有教育程度、職位與年齡三項對於變革態度具有影響性，教育程度與職位越高的員工，越支持公司組織變革；而年齡越高的員工則越不支持公司組織變革。

China Steel Corporation (CSC) has always kept the excellent organization performance and had very low turnover rate since it was established in 1973. In order to keep the competition, CSC performs the organization change from 2002 and plans to reduce 15% employees in 2006.
The goals of this study are as follows:
1. To realize the degrees of CSC employees’ job satisfaction and organizational commitment.
2. To analyze the relationship of CSC employees’ cognition and attitude toward the organizational change.
3. To research on the relationship of CSC employees’ job satisfaction and organizational commitment toward the attitude of change.
4. To analyze the relationship of CSC employees’ personal background and the attitude of change.
After this study analysis, the conclusion is made as follows:
1. The degree of CSC employees’ job satisfaction (average score is 3.49, standard deviation (SD)is 0.55) is not so high as expected. The degree of CSC employees’ organizational commitment (average score is 3.78, SD is 0.51) is higher than the degree of job satisfaction. The employees’ job satisfaction and organizational commitment are related significantly and positively.
2. In general, it does not show that whether the CSC employees strongly support the organizational change or not. The average scores of cognition and attitude toward to the organizational change are 3.07(SD 0.54), 3.02(SD 0.68) respectively. The cognition and attitude toward the organizational change are related significantly and positively.
3. The employees’ job satisfaction and organizational commitment are related significantly and positively to the attitude. But, regression analysis shows that the employees’ job satisfaction and organizational commitment do not have influence to the attitude.
4. For the employees’ personal background, there are three variables, education degree, job position and age which have influence to the attitude. The education degree and job position have positive influence. Only the age is negative influence.

第一章 緒論⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯ 1
第一節 研究背景與動機⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯ 1
第二節 研究目的⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯ 2
第三節 研究範圍與流程⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯ 3
第四節 研究限制⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯ 5
第二章 文獻探討⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯ 6
第一節 工作滿足⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯ 6
第二節 組織承諾⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯ 10
第三節 組織變革⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯ 16
第三章 研究方法⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯ 22
第一節 研究架構⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯ 22
第二節 研究假設⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯ 23
第三節 研究構面操作性定義與衡量⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯ 23
第四節 資料處理與分析方法⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯ 27
第四章 研究分析與討論⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯ 30
第一節 資料收集⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯ 30
第二節 樣本特性分析⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯ 31
第三節 信度與效度分析⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯ 39
第四節 個人變項在工作滿足、組織承諾、變革認知與變革態度之
差異性分析⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯ 47
第五節 相關與回歸分析⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯ 67
第五章 結論與建議⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯ 74
第一節 結論⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯ 74
第二節 建議⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯ 78
參考文獻 ⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯ 81
附錄 研究問卷⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯⋯ 86

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8、徐敏莉(民90)，「中華電信員工對民營化變革的態度與組織承諾之關聯性研究─以中區分公司為例」，朝陽科技大學企業管理研究所碩士論文。
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11、張國藩(民92)，「民營化組織變革環境下員工變革認知對變革態度之影響研究－以中華電信為例」，大業大學工業工程學系碩士論文。
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13、許士軍(民82)，「管理學」，華泰書局。
14、郭崑謨(民82)，「管理概論」，三民書局。
15、陳思倫(民83)，「建立遊樂區管理模式之研究－以管理之認知為例」，台灣省政府研究發展考核委員會。
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17、黃俊英(民91)，「企業研究方法」，東華書局。
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18、黃穎隆(民87)，「國營企業員工對組織變革的認知與支持因素之研究─以中國石油工司為例」，國立中山大學企業管理研究所碩士論文。
19、劉玉琰(民84)，「組織行為學」，華泰書局。
20、蔡碩川(民90)，「農會信用部組織變革認知組織承諾與變革態度之研究」，義守大學管理科學研究所碩士論文。
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22、蘇伯顯(民67)，「領導與組織」，國家出版社。
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