Research on the satisfaction of working experience and promotion opportunity in Taiwan Power Company- A case study on local business branches

• Main Authors: Peng, Ming-Kuang, 彭明光
• Other Authors: Tieh-Chun Chang
• Format: Others
• Language: zh-TW
• Published: 2014
• Online Access: http://ndltd.ncl.edu.tw/handle/5753df

碩士 === 朝陽科技大學 === 企業管理系高階產業經營碩士在職專班 === 102 === Abstract An employee attitude survey conducted by Taiwan Power Company in 1996 shows that the degree of job satisfaction of its employees on personnel promotion is only 43.1%. In recent years, due to the price rise of public electricity, the power generation cost cannot be fully covered, resulting in severe operating losses. Together with its malpractice and inefficient service, there are growing calls for reform in the country. In short, promotion motivates employees at work and affects their attitudes, and ultimately determines human resource management effectiveness. Taiwan Power Company has been criticized for a long time for its promotion & selection progress outlines in each district office. Therefore, the present study aims to explore the job satisfaction with respect to Taiwan Power Company’s promotion system as well as the promotion equality. In this study, 250 questionnaires were sent to junior staff in the Central District in May 2014. 74 were received, including 11 invalid questionnaires and 63 valid questionnaires. The results show that the staff barely understands the complicated promotion system, they demand the highlight on professions in the classification of selection, they mistrust supervisors’ recommendation and evaluation and they also demands a transparent, simplified and fair promotion & selection process. Based on this, the study recommends: 1. Simplified and revised promotion & selection progress, as well as reliably performed advocacy description which helps the employees understand the regulations and standards, in order to eliminate shady deals, false rumors about unfairness, and to recover the working morale. 2. Effort of the leadership to eliminate any factors that may undermine the fairness to enhance human resource management effectiveness, as promotion fairness is positively related to job satisfaction. Keywords: promotion & selection, promotion fairness, job satisfaction, job involvement, turnover intention