本研究之目的主要在探討當公司面臨產業環境迅速的變動，因而啟動內部進行一連串組織變革時，其與組織績效及員工滿意度之間的關聯性為何。並藉由實證之方式進行調查，以檢視公司在進行組織變革時，是否會對員工的滿意度有所影響，進而對組織績效能否有所提昇，以作為經營管理者之參考。
有關於組織變革及組織績效的研究甚多，而本研究雖然僅侷限於針對單一公司所作的個案調查，但因為個案公司在過去五年間所面臨之產業環境變化，主動與被動的組織調整，及公司文化面臨不同員工進用來源之衝擊，使研究本體即使僅限於一家公司內部，但其管理層面的複雜程度，卻不亞於對一個產業不同公司所作的研究調查。
檢視亞洲航空股份有限公司(以下簡稱亞航公司)的歷年的營運績效及本研究的調查結果，均顯示亞航公司之組織變革，不論在組織架構及人事制度等方面的調整都持正面效果，這個結論令人振奮。因此，這類研究模式，的確可以應用在實務上提供給公司管理者作為決策的參考。當企業面臨產業環境變動的挑戰，而必須進行組織變革時，適當而合宜的組織調整，可以為組織在績效及員工滿意兩者均獲得正向的效果。而組織調整如果能獲得員工充分支持時，組織績效的提升更為顯著。本研究的結論也發現在管理實務上：1.管理者要讓員工對所處產業環境之變化保持認知與共識，2.組織變革要以組織績效及員工滿意作為考核指標，以作為經營管理者的建議。

The objective of the research is to find out the cross reference between organization restructure、organization performance、and employee satisfaction when an organization faces industry environment change and market fluctuation. An empirical approach by means of questionnaire investigation is applied to verify the theory.
The research takes on an organization which is more than 60 years old and has been through organization restructure and managerial system refurbish during past five years. Instead of a more variety expansion to cover whole industry, the study only focuses on a single company. However, due to its aging company culture, dramatic market expansion, as well as a variety of employee experiences, making the complexity of the study represents enough data for analysis.
When we inspect the result couple with the company performance through years, it shows the company is pacing toward right direction and good performance on its organization restructure and management refurbish. Indeed, it is very promising and encouraging that similar practice could be utilized on real world managerial decision process.

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