企業為了因應外在環境的快速改變，組織必須進行適度的調整，因此當變革發生時，即意味著將面臨不確定的未來，故組織成員可能會有不一樣的行為產生。由於2008年發生全球金融風暴，對於我國的政治、經濟和社會帶來了很大的影響，本研究公司自2007年以來，開始裁減勞動力人數，在2009年開始進行組織重組，且由亞太區辦事處(Asian Pacific Regional Office)引導，針對此點進而訪談本研究公司的員工，以做更深入的了解。
本研究可以分為日薪員工、月薪員工和亞太區員工，共有22位受訪者。採半結構式訪談方法，將訪談資料整理分析並以明瞭字義作為編碼，將編碼做分類進而達到分析依據與研究目的。
日薪及月薪員工的訪談內容整理可分為八大主題，分別為整體察覺、工作壓力、組織重組、犧牲程度、組織公平、組織抱怨、態度改變和離職意圖；亞太區員工的訪談內容整理可分為四大主題，分別為整體察覺、組織重組、離職意圖和組織抱怨。在日薪員工部分發現他們對於組織重組是屬於被動的接受，工作不穩定是他們最大的壓力來源，對於工作權益是不願意犧牲的，月薪員工由於能力與教育程度較高，所以在組織重組的過程中，態度是比較正面的，他們的不確定是來自於真實資訊的缺乏，亞太區員工由於已為亞太總部工作，所以對於組織重組會有不一樣的看法，因為他們的能力比日薪及月薪員工高，所以如果沒有達到自我的規劃或目標，就會選擇離開。
企業進行組織重組時，要考慮員工的整體感受，且應著重在員工離職、組織溝通和組織承諾方面，這三方面的議題會使員工對於組織的變革過程產生不同的影響。

When the external environment changes rapidly, organizations have to carry out restructuring accordingly to meet the demands. Nevertheless restructuring or change also means uncertainty which most of the organizational members might not prefer. Therefore, members of the organization could exhibit undesired behaviors under the change process.
In year 2008 when global economic downturn struck the world, Taiwan was also under the impact, not only economically, but also socially and politically. For dealing with the tough situation, thestudied company reduced workforce in year 2007 and carried out a restructuring plan in year 2009. This organizational restructuring decision was initiated and led by the Asian Pacific Regional Office and the studied company had limited influence on this strategic move. The purpose of the study was to understand the perceptions and reactions of the company employees at the very beginning stage of the restructuring process.
This is a qualitative study and a semi-structured and face-to-face interview method was applied. The interviews took place from March to April in 2009 and twenty-two employees participated this study: ten salary employees, ten hourly employees, and two regional office employees based in Taiwan.Audio taped interviews were transcribed into Microsoft Word files to ensure familiarity and content analysis was applied to analyze the interview transcripts.
The results of the interviews from both salary and hourly employees can be organized into eight areas: overall perception, job stress, restructuring issues, commitment level, organizational justice, complains, attitude change, and turnover intention. Interviews from regional office employees can be summarized into four areas: overall perception, restructuring issues, complains, and turnover intention. For those hourly employees, they accepted the restructuring policy passively and were willing to scarify vacation, benefits, and even payment in order to keep their jobs. Job uncertainty was the major stress source for the hourly employees. In contrast, salary employees held a more positive attitude toward the restructuring policy due to their better education level. Lacking of restructuring related information was their main stress source. Regional office employees perceived themselves with higher job competence. Therefore, they explicitly expressed their turnover intention if the company could not meet their expectation on career development.
When carrying out change process, organizations should carefully monitor the perceptions of their members, especially in the topics of turnover intention, communication, and commitment. With a better consideration in the three topics, members of the organizations might show a positive or even supportive attitude toward the change policy.

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