學習型組織、工作輪調對高績效團隊的相關探討—以A公司為例

Abstract

To gain the competitive advantage and for sustainable management, a company must constantly learn, transform, and innovate in the fast-changing environment. Peter Senge emphasizes that both personal learning and organizational learning must be taken care of in order to boost personal and organizational development performance and create a better and higher-performing team. The practice of job rotation in an organization is one way of learning and it has been in existence among general enterprises for a long time. The purpose of job rotation is to equip employees with multiple skills and knowledge so that they are creative and happy with their work and the organization can make the best use of its manpower, be vigorous, and develop all-round talents. Past literatures and questionnaire results tell us that the job rotation system is widely practiced among many enterprises nowadays. However, comments about its performance vary and no one can point out what is exactly wrong with the system. This may be contributable to three reasons, (1) different industrial characteristics, (2) undefined system policies, and (3) not well-organized questionnaire design. In order to clarify the three points in further depths, both “personal development” and “organizational development” are combined as the objective of this study and job rotation is practiced across departments under the same industrial background and organizational culture in order to explore the possibility of creating a high-performing team. The case study is focused on Company A. The questionnaire is finalized following interviews with many internal experts in the company in order to ensure integrity of questions and verify the consistency between theory and practice. In this study, the relationship between a learning organization, job rotation, and a high-performing team in different departments under the same industry is explored. Questions in the survey are designed with reference to literature and the first draft of the pre-questionnaire is produced through interviews with experts in Company A. Results of the pre-questionnaire are then analyzed to verify its validity and reliability in order to serve as the basis for the formal questionnaire. Finally, based on the pre-questionnaire, the questionnaire is modified and finalized and the formal survey is carried out. Therefore, this study goes through a rigid process that encompasses qualification, quantification, and pre-testing to obtain the final results. The results will also serve as the reference for managers and human resources in Company A in order for them to understand the importance of job rotation in the development of a learning organization. Supervisors in Company A are randomly surveyed in this study. A total of 300 copies of the questionnaire are handed out and 226 effective ones are collected. The recovery rate is around 75.33%. Major findings following descriptive statistical analysis, reliability analysis, validity analysis, T test, one-way ANOVA, Pearson correlation analysis, and regression analysis are as follows: 1.A learning organization, job rotation, and a high-performing team are positively and significantly correlated, indicating that personal learning and organizational learning are equally important and constant learning is good for individuals and the organization. Better team learning will boost organizational development and relatively enhance personal learning intentions, boost team performance, and encourage a virtuous cycle. 2.Personal and organizational development is the objective of job rotation. Through thorough training programs, the scope of employee learning is maximized and employee's management skills are enhanced. So does the overall team performance. Therefore, in order to boost organizational and team performance, job rotation is one way to achieve the goal. It carries positive meanings for both individuals and the organization. Therefore, job rotation and constant learning are prerequisites for the organization to create high-performing teams. 3.Leaders are role models that promote learning in organizations. Their continuous support, teaching, innovation, and cooperation, stress of the value of learning and establishment of a complete rotation system enables “talents” to have maximum room and stages for them to show their best side that meets corporate visions, contributing to better team performance in the organization.