銀行組織差異與經營績效之探討 :
以S銀行個案為例

本研究以本國民營金控持有的銀行為樣本，統計及分析本國民營金控持有的10家銀行組織型態，先將樣本銀行以組織類型分類為區域中心制、混合制及分行制三種，以CAMEL架構為衡量績效指標，探討銀行組織型態差異與經營績效之良窳。經過蒐集與分析大量的財務數據後，發現區域中心制的銀行經營績效排名落差較大，唯大部份多在前段，混合制的銀行則排名在中間，而分行制的銀行則排名在後段。經由各群組排名加以平均，發現區域中心制平均值排名第一，其次為混合制，最後為分行制，且平均值落差頗大。本研究根據三家競爭銀行的經營，依據動態競爭、SWOT及鑽石模型分析及焦點訪談整理資料，發現區域中心制的台新銀行及混合制的元大銀行優點多於缺點，且元大銀行亦逐漸朝事業群的區域中心制組織型態發展；而個案S銀行以分行制組織型態缺點最多，並以C-SOP架構進行分析，瞭解其會面臨包括文化調適、經營策略、組織設計及人才發展等構面的挑戰。最後，依據個案銀行現況如何進行組織調整，有以下幾點建議： 1.組織型態調整：(1)縮減綜合分行家數逐步調整為區域中心制、(2)組織調整為事業群組織，區督導及PM納入事業群； 2.績效考核修訂：(1)KPI與各事業處策略相連結及項目刪減； 3.作業流程改善；(1)審核流程改善，減少重工、(2)跨部門協調、(3)成立專責小組負責流程改善； 4.IT全面升級：(1)硬體提升、(2)軟體改善。

關鍵字

組織差異；經營績效； CAMEL

並列摘要

This study analyzes the data from 10 banks owned by local financial holding companies. The sample is categorized into three types of organizational systems: regional center system, branch system and hybrid system. By using CAMEL model as a measure of performance indicators, the research examines the differences among the banks’ organizational systems and their operational performances. According to the financial data analysis of those banks, it is found that the operational performances of the banks with regional center system vary considerably between banks, but most of them, nonetheless, are ranked at the top; the banks with hybrid system fall in the middle and those with branch system come last. By averaging the rankings of each category, it is similarly found that the average ranking of the banks with regional center system comes first, followed by those with hybrid system and brach system respectively, with noticeably a significant variance among these three values. With the use of Dynamic Competitive Model, SWOT Analysis, Diamond Framework Analysis and Focus Group Interviews to collect data on the operation of three competing banks, the results are as follows. Taishin Bank with regional center system and Yuanta Bank with hybrid system both consist of more advantages than disadvantages, although the Yuanta Bank is gradually leaning towards regional center system. However, S Bank with branch system tends to have the most disadvantages. By using C-SOP model, the research aims to investigate the challenges that the bank is facing, including cultural adjustment, business strategy, organizational design and talent development. Finally, a few suggestions are proposed according to S Bank’s current situation: 1. Adjustments of organizational system: (1) reducing the number of branches and a step by step transformation into a regional center system, (2) changing into a business group organization, with district supervisions and PM as parts of the business group; 2. Adjustments of performance evaluation system: (1) linking (yet cutting off some items) KPIs with business group strategy; 3. Improvements on work flow: (1) improving review process and reducing heavy workloads, (2) inter-departmental coordination; (3) establishing a task force responsible for work flow improvement. 4. Full upgrade of IT systems: (1) upgrading hardware. (2) improving software.