🎯 phd | Reference Paper | Paper Plan |
問卷1,2 | 問卷1結果-表單1 | 問卷2結果-表單2 |

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Paper draft

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Case Company Profile

Founded in 1959, the case company (Company A) could be considered an “old” business in the Taiwanese setting. Since its founding, Company A has focused on distributing lubricants for ExxonMobil, particularly the Mobil Oil brand. Through six and a half decades of Taiwanese industrial progress, rising demands for machine lubrication has lead to the company’s steady growth. Currently, Company A provides lubricants for industrial and automotive applications, the packaging of oil-related products, as well as professional logistical services.

The current company headquarters are located in Linkou District, New Taipei City, which includes sales and warehousing departments. There are also sales and warehousing locations at the Taichung Harbour Related Industrial Park, and the Kaohsiung Dafa Industrial Park. In 2022, a dangerous goods warehouse which meets the highest ESG standards was built in the Changhua Binhai Industrial Zone. Alongside strategically placed warehouse locations, Company A has its own fleet of trucks which supply customers all over Taiwan. More uniquely, Company A has invested heavily in digitalized management systems, and all office/warehouse locations are linked via high-speed networks. With its integrated data network, Company A continually embraces transformative technological and business innovations. It has received many accolades from ExxonMobil and other business partners, and is widely acknowledged as a benchmark organization in its field.

Furthermore, Company A is an industry leader in tribology (the study of lubrication). As such, employees (particularly sales representatives) receive on-going professional training in order to provide informed customer service. The company also includes a publishing department, which produces Taiwan’s only lubrication-related journal, and has compiled various authoritative technical guides.

Case Company Family Participation

Company A was found in 1959, at a time when small-medium sized businesses did not necessarily enjoy any holidays at all. Yet Company A employees were familiar with Mobil Oil employee benefits, including paid leave and two-day weekends. At the time, when necessary, employees had to negotiate “incidental leave” with employers, with no guarantee of compensation. In other words, the relationship between employer and employee was almost purely transactional.

In 1974, the Taiwanese government began its decade long economic development plan, with increased investment in key industries including: manufacturing, electronics, transportation etc. The subsequent economic boom cemented Taiwan’s position as one of four “Asian Tigers”. In the 1980s, a second generation entered Company A, and the company expanded rapidly in size. While demand for lubricants grew rapidly with industrial and economic expansion, tribology remained an elusive field situated between the chemical and the mechanical. Without dedicated paths toward lubrication related knowledge, firms like Company A had to invest heavily in training, and the accumulation of experienced staff.

Economic prosperity also brought competition for labor, and turnover rates were high. From the example of US-based Mobil Oil, Company A learned that retaining employees was the only way to accumulate know-how. In addition to offering competitive wages, the company focused on how to, among its staff, increase a sense of identification with the company and with colleagues. Therefore, ahead of governmental regulation relating to two-day weekends, Company A offered an additional half-day weekend leave, and 7 days of paid leave to all staff in the first year of their employment. Significant efforts were made to promote work/life balance and the right of employees to enjoy their leisure time.

The 1980s was a period of rapid growth. At the time, staff were relatively young, as most were new graduates or recently released from compulsory military service. The average age was about 30, and Company A often organized social events which focused on youthful activities such as sports and camping. Several pairs of colleagues became married to each other and remained on staff afterwards.

In the 1990s, as staff began to have children, the company’s social events gradually turned its focus to family-friendly activities, including the establishing of its Children’s Scholarship and the associated award ceremony at each annual banquet. After 2000, as various local branches were established, colleagues shared many phone calls but few in-person meetings. A Family Sports Day was therefore added to the annual banquet. This event, encompassing a day of family-friendly games and dinner banquet, followed by the scholarship awards, became the highlight of the company social calendar, and brought together the entire staff once a year.

In 2020, the three-year long covid-19 pandemic brought an unexpected halt to these traditions. For three subsequent years, staff worked from home. Or, occasionally, by repurposing empty conference rooms as remote-learning classrooms, they brought their children to the office.

After the epidemic, the general manager of Company A, who has always valued family participation, considered allowing HR to resume these traditional activities. However, staff reaction to the proposal was surprisingly lukewarm, a far cry from the enthusiasm with which these activities first began. In addition, when examining the utilization rate of paid leave, it was found that the utilization rate of paid leave by employees has been decreasing since before the outbreak of the epidemic, and the utilization rate of paid leave has continued to decline. While it makes sense that fewer employees took paid leave during the pandemic, the failure to reverse this downward trend, and even the lack of any “revenge leave” after COVID-19 restrictions were lifted, constitutes a warning sign of a work-family imbalance. Since “family involvement” and “making full use of vacation” are important company traditions, it is necessary to conduct in-depth analysis and take necessary improvement measures.

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Methodology

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Qualitative Approaches:
Conduct interviews with employees and their family members to understand how company activities impact family dynamics and stress levels.
Use thematic analysis to explore employee narratives about balancing work and family.

Quantitative Analysis:
Use surveys and scales validated in the “Unused Vacation Days” study to measure detachment self-efficacy and outcome expectations in the case company.
Analyze leave usage patterns pre- and post-intervention (e.g., family events or revised leave policies).

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Research Methods

The HR manager found:

The completion rate before 2016 was about 70%. It has been declining year by year since 2016, and will fall below 50% by 2023.

Before 2016, an average of about 35% of colleagues would take all days off every year. After 2016, it has been decreasing year by year, leaving about half, or about 15%, of people taking all their vacations.

In order to solve this problem, human resources managers adopt the following methods to analyze the reasons and formulate long-term improvement strategies.

Qualitative methods:
Convene a group meeting and interview employees who have not used up their vacations to find out if there are any special reasons for not using up their vacations? Whether the company’s business activities will affect the application of its leave.

Quantitative analysis:
A questionnaire was administered to all employees to understand the level of positive or negative perceptions of work stress and time off. This data is then used to compare the differences between those who did not use all their vacation time and those who took all their vacation time. The same questionnaire survey was also conducted on employees of other companies as a control study.

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待進行工作:
1,公司有精確的員工休假天數紀錄。整理出答卷者五年期間資料。
2.可對Descriptive statistics做分析。
根據問卷1-知道員工對自己休假天數的數字掌握正確否？
可區分出:已用完休假;未用完休假;/精確掌握者是否!
根據問卷2: A. Detachment Self-Efficacy 超然自我效能感;
B. Outcome Expectations 對於結果的預期。
3.可比較[已用完休假]和[未用完休假]的數字異同做比較。
4.可追蹤比較至2025-Q1Q2的使用休假狀況。

Future Study:

• 對關係企業做同樣問卷調查。作比對分析。
• (擴大)對客戶企業做同樣問卷調查。作比對分析。
• 對公務員、教育機關等員工做同樣問卷調查。

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Appendix

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■A. Detachment Self-Efficacy 超然自我效能感

說明：當您回答這些問題時，請想想您一般的假期經驗：

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• 我可以在度假時避免查看工作電子郵件。[ __ ]
  • 我可以在假期期間離開工作崗位。[ __ ]
  • 當我度假時，我可以完全脫離工作。[ __ ]
  • 當我放假的時候，我可以停止工作。[ __ ]
  • 我有能力在假期中忘記工作。[ __ ]
  • 當我休假時，我可以不再考慮工作。[ __ ]

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■B. Outcome Expectations 對於結果的預期

請指出以下陳述，在多大程度上，在以下方面準確反映了您對假期的典型期望：

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●B1- Positive Outcome Expectations正面的結果預期

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1. Expectations of feeling relaxed期待放鬆的感覺

- 如果我休假的話我會感到輕鬆。[ __ ]
  - 假期裡我會感到更平靜。[ __ ]
  - 度假會讓我感到安心。[ __ ]
  - 放假的時候，我會處於一種輕鬆的狀態。[ __ ]

2. Expectations of having fun期待玩得開心。

- 去度假會讓我興奮。[ __ ]
  - 度假將會令人興奮。[ __ ]
  - 假期我會玩得很開心。[ __ ]
  - 期望獲得收穫。[ __ ]

3. Expectations of gaining perspective期望獲得體驗

- 如果我去度假，我會更理解什麼是重要的生活。[ __ ]
  - 如果我去度假，我會獲得對生活的看法。[ __ ]
  - 如果我去度假，我會更理解我的人生目標。[ __ ]
  - 如果我去度假，它將幫助我更好地了解自己。[ __ ]

4. Expectations of connecting with loved ones與親人相處的期望

- 去度假會讓我感覺與我關心的人有連結。[ __ ]
  - 如果我去度假，我和周遭的人的關係就會加強離我很近。[ __ ]
  - 如果我去度假，之後我會和我所愛的人更親近。[ __ ]
  - 我將在假期裡與我所愛的人共度時光。[ __ ]

5. Expectations of making progress on personal priorities and projects希望對個人想做的事會有幫助

- 假期可以讓我完成某些在假期中很難完成的任務工作（例如，房屋裝修）。[ __ ]
  - 去度假將使我能夠完成更多非關上班的事情。[ __ ]
  - 休假可以讓我有時間完成個人任務。[ __ ]
  - 我將在假期中處理我的個人待辦事項清單。[ __ ]

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●B2- Negative Outcome Expectations負面結果預期

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6. Expectations of planning stress before the vacation放假前-規劃假期也會帶來壓力

- 如果我休假，計劃過程將會令人沮喪。[ __ ]
  - 如果我休假，我會對計劃過程感到不安。[ __ ]
  - 如果我休假，計劃過程將非常耗時。[ __ ]
  - 如果我休假，計劃過程會讓我感到焦慮。[ __ ]
  - 如果我去度假，計劃過程會很煩人。[ __ ]
  - 規劃假期的過程將會充滿壓力。[ __ ]

7. Expectations of stress during the vacation覺得去休假也會產生壓力

- 任何假期我都會感到壓力。[ __ ]
  - 如果我放假，我會在放假期間感到焦慮。[ __ ]
  - 放假的時候我會很擔心。[ __ ]
  - 如果我去度假，我會一直很緊張。[ __ ]

8. Expectations of being perceived as less committed by supervisors and/or colleagues覺得會被主管和/或同事認為不太敬業

- 如果我休假，和我一起工作的人就會看不起我。[ __ ]
  - 如果我休假，與我一起工作的人會認為我不那麼敬業。[ __ ]
  - 如果我去度假，我的主管會認為我不是個忠誠的員工。[ __ ]
  - 去度假會損害我在工作上的聲譽。[ __ ]
  - 如果我繼續工作，與我一起工作的人會認為我不是一個忠誠的員工。[ __ ]

9. Expectations of burdening coworkers覺得會給同事帶來負擔

- 休假會給與我一起工作的人帶來巨大的不便。[ __ ]
    - 如果我休假，與我一起工作的人將會受到負面影響。[ __ ]
    - 如果我休假，與我一起工作的人工作會更加困難。[ __ ]
    - 如果我休假，與我一起工作的人會有負擔。[ __ ]

10. Expectations of falling behind at work擔心工作會落後

- 如果我休假，我就不會跟上工作節奏。[ __ ]
    - 如果我離開工作去度假，我將無法按時完成任務。[ __ ]
    - 我休假的時間越多，我在工作上就會落後越遠。[ __ ]
    - 如果我放假，我將無法完成所有工作。[ __ ]

11. Expectations of falling behind in housework擔心會影響家務

- 如果我去度假，我的家務工作會來不急做。[ __ ]
    - 如果我放假，我就會有很多家事要做。[ __ ]
    - 去度假意味著回家後要面對堆積如山的家務。[ __ ]

12. Expectations of negativefinancial consequences負面財務後果的預期

- 如果我休假，管理我的財務將會更加困難。[ __ ]
    - 去度假將會對我的銀行帳戶造成巨大的負擔。[ __ ]
    - 如果我休假，我就買不起其他東西了。[ __ ]
    - 休假會對我的財務狀況產生很大的負面影響。[ __ ]
    - 如果我休假我會損失太多錢。[ __ ]

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