在「金融控股公司法」於2001年年6 月27 日通過後，金融機構大型化、綜合化是未來的趨勢，這波金融版圖的重整，對於金融業未來朝向國際市場發展將有所助益。在此同時，金控公司為了因應此外在環境的改變，勢必在組織內需有所變革。當面臨組織內部各項改革時，究竟員工對於變革持何種看法？而企業利用不同的溝通方式，是否可以讓員工更正面看待組織的變革，並將阻力化為助力，以奠定改革成功的基礎。 本研究係針對金控公司員工為研究對象，以問卷方式進行研究，共發出400份問卷，回收有效樣本246份。用SPSS統計工具來探討員工對組織溝通、變革認知和組織承諾的情況，及其關聯性之研究。分析資料結果顯示，得到以下之結論: 一、溝通者對員工變革認知有部分顯著影響。 二、溝通媒介對員工變革認知有顯著影響。 三、溝通頻率對員工變革認知有顯著影響。。 四、員工之組織變革認知與組織承諾存在顯著影響。 五、員工變革認知在組織溝通與組織承諾間無中介效果。 依據上述之結論，本研究分別提出對管理實務及後續研究者建議，希望能有效利用不同的溝通方式，影響員工對變革的認知，進而提升員工對組織的承諾，讓變革能達到最大的效益。 This research focused on the employees’ view in the relationship of the communication, cognition and commitment under the Financial holding companies after its organization transformation. This research adopted the methods of investigation through questionnaires. 400 questionnaires were sent and 246 effective ones were responded. SPSS was utilized to conduct Descriptive Statistical Analysis, Correlation Analysis and Regression Analysis for testing the hypotheses of this research. The main results of this research are shown as follows: 1.The “communicator” has only partially effect on the employees’ cognition of organization transformation. 2.The “communication channel” has significantly effect on the employees'' cognition of organization transformation. 3.The “communication frequency” has significantly effect on the employees'' cognition of organization transformation. 4.The employees'' cognition of organization transformation has significant effect on their organizational commitment. 5.Employees'' cognition of organization transformation has no mediation effect on the relationship between communication and organizational commitment.
