快刀斬亂麻？或力圖長治久安？石化業的栽員風暴之個案討論

Surgical Cut? or Long Term Pay Off? The Storm of Downsizing in Petrochemical Industry

個案公司華美英是30多年前台灣進行十大建設時，由美國跨國企業A石油公司來台與國營事業合資生產石化原料。由於擁有專利技術，故獨占台灣市場多年，獲利甚豐，員工待遇特佳，譽為合資楷模。但隨著環境的變化（包括專利技術的到期）競爭者群雄四起，加上大陸經濟崛起，顧客移往大陸，於是競爭從台灣延伸到大陸。1999年英國B石油公司併購了美國A石油公司後，分別在2000年與2006年進行2次人力精簡，後遺症之一是精英員工投靠了競爭者，造成了競爭上的重大威脅。2010年的海灣污染事件使總公司蒙受天大的損失，於是要求全球各事業單位進行人員精簡。這使華美英總經理陷入困境，是要以短期利益觀點來砍人數降低成本？還是要著眼於公司的長期競爭力？

Case company is a joint venture company established by an American MNC and Taiwanese state-own company 30 years ago during ”Taiwan Great 10 Constructions” period. The technology with patents made the company a monopoly in the market for years and reputed by its attracting profit and employee compensation. But business environment become rigorous since competitors entered and keep growing. Following the economy sharply rise of mainland China, the competition even extends to cross the strait. Two downsizing were implemented in 2000 and 2006 since British MNC merged the American MNC. Moreover, the extremely big loss from the event of oilfield pollution forces the Headquarter in UK requested all business units around the world to downsize. This request troubles the president of case company. What position should he take to treat this downsizing? Should focus on short term cost-cut? or long term competitive advantage?