Taiwan Sugar Corporation (TSC) is a national enterprise with monopoly right to sell sugar. However, the government cancels the right on 2005. TSC’s organization framework and the aging of it’s employees become barriers to response the market competition. In order to lower personnel expenditure, TSC need to carry out the retirement plan, which produces huge effect to its employees. Thus, how to build up a pleasant atmosphere and inspire the employees potential, increase their job satisfaction become TSC’s important task.
The research targets on TSC employees, investigates their recognition to the retirement plan and discusses the effect of retirement plan to human capital and firm performance. We find four factors that represent employees’ recognition. They are employee right protection, personal development, organizational development and educational training. Also, there are five factors that represent human capital indicators, they are job satisfaction, sense of belonging, job involvement, employees’ will to retain in the organization and employees’ will in leaning. We discovered 1. The employees in TSC with different personnel attitudes and job attitudes have different effect on various human capital indicators. 2. Except the job involvement factor, employees’ recognition to the retirement plan has significant relationships with human capital. 3. After performing the retirement plan, the employee number has decreased, which effectively lower the personnel expenditure. However, the various performance indicators do not improved significantly.
By investigating different job attitude and personal attitude of TSC employees, this research provides several suggestions. To TSC: 1. Retain core personnel while performing retirement plan. 2. Protect employee rights. 3. Improve the communication process. To employees: 1. Promoting personal professions. 2. Be sensitive to the change of environment.