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Abstract

[170]

Enterprise transformation is a stressful thing. It often strains the relationship between employees and their families. In some cases, this can lead to resistance from the employees, causing the transformations to fail.
Research has shown that family-friendly company policies alone are not enough to reduce the conflict between work and family. Instead, a proactive work/family culture and additional support from within the company is more effective.
The company in our case study is a Taiwanese lubricants distributor, which we will call Company A. Established in 1959, the company has a strong focus on professionalism as well as work/family balance.
Company A has organized many sports, travel, camping, and other family-friendly events to increase employee/family interaction. In addition, it is considering implementing further policies based on the ages of employees’ children, to encourage employees to maintain a healthy work/family balance.
Company A hopes that these measures will increase the overall stability and productivity of the team. Businesses should proactively manage employee stress to ensure successful transformation.

企業轉型會給員工帶來巨大的壓力，尤其是來自家庭的壓力，可能導致員工的抵制和失敗。研究表明，僅靠家庭友善政策不足以減少工作與家庭衝突。積極主動的工作家庭文化和支持更有效。案例公司是一家台灣潤滑油經銷商，成立於1959年，強調專業知識和家庭生活平衡。組織運動會、旅遊、露營等家庭活動，增進員工與家人的互動。這些措施根據員工子女的年齡設計，並獲得帶薪休假的支持，提高了團隊的穩定性和生產力。企業應積極管理員工壓力，以確保轉型成功。

1. Research Background

[150] =320

Corporate transformation often causes great psychological pressure on employees, which may lead to laziness, resignations, and other rebellious behaviors. This could then hinder the success of the enterprise transformation (Fu Chuanfeng, 2018).
Employee stress comes from a variety of sources, including business, society, family, work, or personality. Wherever it comes from, stress can negatively impact organizational performance.
A major source of stress is the disruption of work-life balance, especially to the family unit, which can be exacerbated during transitions such as the move toward remote work. Lack of consensus about work and family boundaries may lead to conflict and resistance (Netemeyer, Boles, & McMurrian, 1996).
This study examines a Taiwanese small to medium-sized enterprise's efforts to build connections with employees' families through specific measures. By maintaining healthy lines of communication with employees' families, companies can help employees focus during the transition and prevent pushback, including mass resignations.

企業轉型往往會對員工造成很大的心理壓力，可能導致員工偷懶、辭職等反抗行為，進而阻礙轉型的成功（付傳峰，2018）。
員工壓力來自各種來源，包括商業、社會、家庭、工作或個人性格，會對組織績效產生負面影響。壓力的一個主要來源是工作與家庭平衡的破壞，這種情況在轉移到遠距工作等過渡期間可能會加劇。對工作和家庭界線缺乏共識可能會導致衝突和抵抗（Netemeyer、Boles 和 McMurrian，1996）。

促進工作與家庭的平衡是人力資源管理的重要面向。文獻提出了各種措施，例如工作條件和福利政策，以幫助員工保持身心健康並管理工作和家庭生活（Grover＆Crooker，1995）。然而，大多數討論忽略了家庭成員的作用，他們經常在轉型過程中向員工施加壓力（Greenhaus & Beutell，1985）。有效的工作與家庭平衡措施應涉及企業與員工家庭之間的直接溝通和聯繫，以減輕壓力。

本研究考察了一家台灣中小企業透過具體措施與員工家庭建立聯繫的情況。透過與員工家屬保持健康的溝通管道，公司可以幫助員工在過渡期間集中精力，並防止阻力，包括大規模辭職。

2. Literature Review:

[222 ] =542

Family-friendly policies have limited effectiveness in reducing work-family conflict. A survey of 564 employees showed that these policies had little impact on perceived conflict. However, a proactive work-family culture and family support can help balance work and family roles.
Konrad and Mangel (2000) found that work-life planning had a positive impact on productivity, especially among professionals and female employees. Qiu Yaping and Lai Suhui (2017) observed that work-family measures can reduce conflict but are less effective during periods of high work-related anxiety, such as during corporate transitions.
Work-family boundary theory studies the interaction between employees' work and family roles by analyzing domain configurations and boundaries. Segmentation and consolidation are two strategies for managing these areas. Segmentation provides clear role boundaries but makes role transitions more difficult, whereas integration simplifies role transitions but can lead to role conflict and anxiety.
In a stable environment, employees can cope with these stresses, but changes such as enterprise transformation can increase stress levels. For example, the pandemic-induced shift to remote work has blurred the lines between work and home, increasing conflict and stress.
To mitigate these issues, management and human resources departments should proactively adjust work-family balance measures to help employees adapt to the new situation. This approach ensures employee loyalty, stability, and productivity.

家庭友善政策在減少工作與家庭衝突的效果有限。對 564 名員工的調查顯示，這些政策對感知到的衝突幾乎沒有影響。然而，積極主動的工作家庭文化和家庭支持可以幫助平衡工作和家庭角色。 Konrad 和 Mangel (2000) 發現工作生活計畫對生產力有正面影響，尤其是對專業人士和女性員工而言。邱亞平和賴素慧（2017）觀察到，工作與家庭措施可以減少衝突，但在與工作相關的高度焦慮期間（例如企業轉型期間）效果較差。

工作家庭邊界/邊界理論透過分析領域配置和邊界來研究員工工作和家庭角色之間的互動。細分和整合是管理這些領域的兩種策略。細分提供了清晰的角色邊界，但增加了角色轉換的難度，而整合簡化了角色轉換，但可能導致角色衝突和焦慮。

在穩定的環境中，員工可以應對這些壓力，但企業轉型等變化會增加壓力水平。例如，大流行引發的遠距工作的轉變模糊了工作與家庭的界限，增加了衝突和壓力。 為了緩和這些問題，管理階層和人力資源部門應主動調整工作與家庭平衡措施，幫助員工適應新情況。這種方法確保了員工的忠誠度、穩定性和生產力。

3. Case Company Profile

[198] =740

Founded in 1959, Company A is a Taiwanese company with a long history, specializing in the distribution of ExxonMobil lubricants, especially the Mobil brand. For 65 years it has been steadily evolving to meet the ever-increasing demands for machine lubrication. Company A now provides lubricants for industrial and automotive applications, oil packaging and specialized logistics services.
Company A is headquartered in New Taipei City, and has branches in Taichung Port and Kaohsiung Dafa Industrial Park. In 2022, it established a dangerous goods warehouse in Changhua Binhai Industrial Park that meets the highest ESG standards. The company has a delivery fleet which supplies the whole of Taiwan, and has invested heavily in digital management systems to connect all locations via high-speed networks to support technological and business innovation.
Company A has a good reputation in this field and has received praise from ExxonMobil and other partners. It is an industry leader in tribology (which is the study of lubrication) and provides ongoing professional training to its employees, especially sales representatives, to provide informed customer service. In addition, the company has a publishing department that produces Taiwan's only lubrication-related journals and authoritative technical guides.

A 公司成立於 1959 年，是一家歷史悠久的台灣企業，專門經銷埃克森美孚潤滑油，尤其是美孚潤滑油品牌。 65 年來，它一直穩步發展，滿足不斷增長的機器潤滑需求。 A 公司現在提供工業和汽車應用潤滑油、油品包裝和專業物流服務。

A公司總部位於新北市林口區，並在台中港及高雄大發工業園區設有分點，並於2022年在彰化濱海工業區建立了符合ESG最高標準的危險品倉庫。車隊，用於島嶼-供應廣泛，並大力投資數位管理系統，透過高速網路連接所有地點，以支援技術和業務創新。

A公司在該領域享有盛譽，獲得了埃克森美孚及其他合作夥伴的讚譽。它是摩擦學（潤滑研究）的行業領導者，為其員工（特別是銷售代表）提供持續的專業培訓，以提供明智的客戶服務。此外，該公司還設有出版部門，製作台灣唯一的潤滑相關期刊和權威技術指南。

4. Case Company Family Participation

[341]= 1081

John D. Rockefeller once said that people who see work as pleasure is in heaven, and people who see work as responsibility live in hell. This is a good illustration of the importance of a good work environment. Company A was established in 1959. Employee benefits such as paid vacations and weekends were not common at that time in Taiwan. In the 1970s and 1980s, Taiwan's economy boomed, driven by government development programs, resulting in rapid industrial growth and an increase in demand for lubricants. Since tribology (the study of lubrication) was still a niche field, Company A invested heavily in training and retaining experienced employees.
In order to improve employee retention, Company A provided competitive salaries and cultivated a sense of belonging among employees. They got ahead of government regulations by introducing half-day weekend leave and seven days of paid leave in the first year of employment.
In the 1980s, rapid economic growth and a younger workforce led to social activities focused on sports and camping. As employees started families in the 1990s, the company shifted to family-friendly events, establishing children's scholarships and hosting annual awards ceremonies.
As it expanded in the 2000s, Company A added family sports games to its annual banquet, creating a highlight event for employees to come together. However, the covid-19 pandemic upended these traditions. Employees began working from home, with less and less in person contact.
After the epidemic, the general manager hoped to resume these activities, but employees were uninterested. Additionally, the use of paid-leave which had been declining before the pandemic, continued to decline after the pandemic, indicating work-life imbalance among employees.
There are many possible reasons for the decrease in paid leave usage. For example, heavy workload, limited labor, and the 2016 revision of the Labor Standards Act which doubled the compensation on unused paid leave time.
To address the issue of work/life balance, HR managers interviewed employees to understand their reluctances to take time off, and explored possible measures to combat the situation.

約翰·D·洛克菲勒指出，工作作為樂趣就像天堂，而工作作為責任就像地獄，強調了良好工作環境的重要性。 A公司成立於1959年，最初以交易方式運營，帶薪休假和週末等員工福利在中小企業中並不常見。 1970 年代和 1980 年代，在政府發展計畫的推動下，台灣經濟蓬勃發展，導致工業快速成長，對潤滑油的需求也隨之增加。由於摩擦學（潤滑研究）仍然是一個小眾領域，A 公司向美國美孚石油公司學習，大力投資培訓和留住經驗豐富的員工。

為了提高員工留任率，A公司提供有競爭力的薪資並培養員工的歸屬感。他們搶在政府規定之前，在就業第一年引入了半天週末假和7天帶薪休假。 20 世紀 80 年代，經濟快速成長，勞動力年輕化，引發了以體育和露營為重點的社會活動。隨著員工在 20 世紀 90 年代組建家庭，公司轉向了適合家庭的活動，設立了兒童獎學金並舉辦年度頒獎典禮。

隨著2000年代的擴張，A公司在年度宴會中增加了家庭運動會，打造了員工聚集在一起的亮點活動。然而，covid-19 大流行打破了這些傳統，員工在家工作，並使用辦公空間為孩子們進行遠距學習。疫情過後，總經理希望恢復傳統活動，但員工表現出冷漠。此外，帶薪休假的使用率在疫情之前有所下降，並且在疫情之後繼續下降，表明工作與家庭的不平衡。

帶薪休假減少的原因是工作量大、勞動力有限，以及2016年勞動標準法修訂對未使用的帶薪休假提供雙倍補償，從而抑制了休假的積極性。為了解決這個問題，人力資源經理採訪了員工，了解他們的不願意，並探討了恢復工作與家庭平衡的措施。

5. Case Company: Proposed Solutions

[534] =1615

In response to the problem of low utilization of paid leave, Company A’s HR manager conducted interviews with employees who did not fully utilize paid leave.
These discussions revealed various factors which influence paid leave usage. According to information gathered, HR proposed two categories of paid leave:
The first type is the Actively Planned Leave. This is the type of vacation where dates and activities determined in advance. For example, when employees go on holiday, or take time off to accompany their children to exams.
The second time is the Unscheduled Leave. This is when employees need time off on short notice in order to deal with unforeseen events. For example, to deal with emergency home repairs, or accompany a family member to a doctor’s appointment.
We can further divide Active Leave into three different categories.
Firstly, there is Personal Leisure. For instance, taking time off for shopping, or to travel. Secondly, there is Family Time - that is, to take time off to attend a family gathering, or participate in activities with parents and children. The third type is Hobby Study - for instance, taking time off to attend a language course.
Given that Company A is 65 years old, its employees span different age groups and have different priorities during leisure time. However, most employees share a need for more Family Time.
The HR department therefore proposed to focus on Family Time as a possible point of leverage to increase paid leave usage.

To design the most effective campaign to encourage employees to spend more time with family using their paid leave, we should first categorize the type of Family Time activity according to the average age of employees’ children.
The first category is ages 0 to 15. These children are still in school and any activities should take place during summer and winter school holidays.
The second category is 16 to 25. At this age, the children may be interested in part-time work, or internships. This might free-up time for the parents to enjoy personal leisure activities.
The third category is children above 25 years of age. At this point, employees may be spending more time on the elderly members of their family, and be more interested in activities which are suitable for older people.
Based on this rough categorization, the Company’s HR department drew up some proposals for each group.
For those in the first category, summer and winter camps may be of interest. For example, Company A held a 3D Printing and Robotics summer camp in 2023. In addition, family travel packages with subsidies might be attractive to employees with younger children. Possible destinations could include tourist attractions in Taiwan.
For employees in the second category, the company could consider sponsoring individual or group travel for employees.
For employees in the third category, the company could consider offering an annual Family Participation Travel subsidy.
In order to increase the rate of paid leave usage, these activities should not take place during national holiday. There should be a variety of options for employees, and these options should be offered with sufficient lead-time for maximum feasibility.
Feedback and satisfaction surveys can help to improve these measures.

針對帶薪休假使用率低的問題，A公司人事經理對未充分利用帶薪休假的員工進行了訪談。這些討論揭示了影響休假使用的各種因素，使人力資源部門能夠設計出改善工作與家庭平衡的潛在解決方案。 有薪休假主要分為兩種：

1. 主動（計畫）休假：事先確定日期和活動，例如假期旅行、陪伴孩子參加考試或參加聚會。
2. 被動（非計劃）休假：因需要立即處理的意外情況而休假，例如醫療預約或緊急家庭維修。

A 類（主動）休假進一步細分為：
• A1：個人休閒（如約會、購物）
• A2：家庭時間（例如，家庭聚會、與父母和孩子一起參加的活動）
• A3：嗜好學習（例如參加藝術課程）

鑑於 A 公司已有 65 年的歷史，其員工涵蓋不同年齡組，且假期優先順序也不同。然而，大多數員工共享 A2 活動，使他們成為激勵增加休假使用的焦點。 HR提出了以下策略：

5.1 依兒童年齡對有薪休假類型進行分類

根據員工子女年齡對 A2 休假進行分類有助於客製化活動：

• A2-1（1-15 歲）：優先考慮暑假和寒假期間的活動。
• A2-2（16-25 歲）：考慮孩子的兼職工作或實習，允許個人假期。
• A2-3（25 歲以上）：員工可能需要照顧老人或夫妻度假。

5.2 每組的不同提案
A2-1組
• 夏令營/冬令營：例如，2023 年舉辦的​​「3D 列印和機器人夏令營」。
• 家庭旅遊：提供家庭旅遊套餐，為隨行兒童或家長提供補助。可能的目的地包括台灣著名景點和分公司參觀。
A2-2組
• 旅遊贊助：為員工提供個人或團體旅遊贊助。
A2-3組
• 年度旅行補助：家庭參與補助。
• 短期課程：對有興趣的課程提供補助。
這些活動不應在國定假日期間進行。應提供多種假期/活動選項並提供充足的準備時間，以最大限度地提高可行性。回饋和滿意度調查將有助於完善這些措施。

6. Conclusions

[113] =1728

Company A has become a benchmark organization for its proactive approach to work-family balance. Analyzing the decline in paid time off usage shows that Company A's success lies in its commitment to supporting employees' work-life balance and cultivating a stable and professionally experienced workforce.
This proactive intervention ensures that employees are supported rather than criticized as they navigate organizational changes, helping the company stay at the forefront of its industry.
In the era of digital transformation, business and HR managers must continuously monitor and support employees’ work-family balance to reduce stress. By taking a proactive approach, the company ensures that employees can transition smoothly into the new organizational structure.

A 公司因其積極主動地保持工作與家庭平衡而成為標竿組織。分析帶薪休假使用率的下降情況表明，A 公司的成功在於其致力於支持員工工作與生活的平衡，培養一支穩定且具有專業經驗的員工隊伍。這種主動幹預確保員工在組織調整時得到支持而不是非議，幫助公司保持行業領先地位。在數位轉型時代，業務和人力資源經理必須持續監控和支持員工的工作與家庭平衡，以減輕壓力。透過主動調整平衡措施，員工可以順利過渡到新的組織結構，提高忠誠度、穩定性並提高生產力。