本研究延伸性探討台灣電信產業民營化之後員工與組織間管理關係，研究數據取自台灣三大電信公司總共815 份有效員工之樣本，經過誇文化之信度與效度驗證，使用SEM(結構方程模式)為研究方法。研究發現：組織變遷造成員工價值觀的改變，人力資源管理激勵與維持系統不再影響組織承諾，員工傾向短期關係思維，薪資系統凌駕組織承諾；本研究支持工作滿足關聯組織承諾，企業民營化關聯企業與員工心理上思維的兩難，本研究對於電信產業思考如何建立一種長期的雇用關係有所助益，提供員工工作價值觀的文獻參考，可以尋求未來績效評估的關鍵要徑，台灣電信產業民營化經驗、要素可以提供其他地區、國家面臨產業民營化之參考。

This study extends the existing research on the privatization of the Taiwan
telecommunication industry by exploring a phenomenon that is relevant for employees and
organizational management. A total of 815 employees from the three largest
telecommunications firms in Taiwan participated as subjects in this study. Following cross-
cultural reliability and validity tests, SEM was used to test the hypotheses. Our findings reveal
that changes in organizational management have resulted in adjustments and transformations
to worker values. Previously adopted HRM promotion and maintenance systems no longer
affect levels of commitment; employees tend to act based on the influence of short-term
relationships, and organizational commitment is driven principally by reward systems. These
findings provide modest support for the role that job satisfaction plays in affecting
organizational commitment, which is associated with employee perceptions of psychological
business dilemmas. The results are useful for managers who seek to develop effective
recruiting systems within the telecommunications industry. This paper also enriches the
existing body of literature regarding worker values. Organizational changes point to a need
for future research concerning performance appraisal construction––a critical factor in HRM
functions. Employee responses to the privatization of the Taiwanese telecommunications industry
serve as a valuable reference for other nations and industries facing privatization.