如何改善內部激勵制度-以商業銀行為例

溯及中華民國七〇年代，政府為因應國內外經濟金融發展趨勢，積極推動金融自由化及國際化政策，開放民營商業銀行設立。延續迄今，商業銀行林立，銀行業高度競爭，員工轉職機會增加，銀行高階管理人在企業永續經營的目標下，當審視內部激勵制度的有效性，以提升人力資源的量能。本研究論文探討商業銀行如何透過內部激勵制度來影響員工的忠誠度，並觀察高階主管、工會以及員工對激勵制度推行的影響，研究以專家訪談方式進行，援半結構式的訪談為基礎，針對研究目的設計七項訪談大綱，包含金融環境、員工忠誠度、激勵制度、高階主管、工會、員工對制度推行的影響，另包括但不限於上揭問題之專家特殊見解，邀請商業銀行資深主管參與交流，以其在職場上的長期養成經驗及即將擔任高階管理者的觀點，分享實務經驗及個人看法。研究結果發現，商業銀行內部激勵制度設計如貼近企業文化和員工價值觀，就能夠能凝聚員工向心力。內部激勵制度微之於專案獎勵措施，廣至人事升遷、福利制度，在公司治理之層面應廣泛被檢討運用。綜上，內部激勵制度實施於人，應以人為出發點，高階管理者欲瞭解員工的需求及價值觀，則須建立持續且長久的溝通管道，並建立健全的工會組織，員工也必須完全了解公司規定及員工守則，透過良性的互動促使內部激勵制度完善，以達團隊合作能力，員工忠誠度必然提升。

關鍵字

內部激勵制度；商業銀行；員工忠誠度；專家訪談法

並列摘要

Back in the 1970s, in response to domestic and international economic and financial development trends, the government actively promoted financial liberalization and internationalization policies, opening up the establishment of private commercial banks. Continuing to this day, there are numerous commercial banks, the banking industry is highly competitive, and the opportunities for employees to change jobs are increasing. Under the goal of sustainable business operation, the bank's senior managers should review the effectiveness of the internal incentive system to improve the capacity of human resources. This research paper explores how commercial banks affect employee loyalty through internal incentive systems, and observes the impact of executives, labor unions, and employees on the implementation of the incentive system. Seven interview outlines are designed for research purposes, including financial environment, employee loyalty, incentive system, senior executives, labor unions, and employees' influence on the implementation of the system, including but not limited to experts' special opinions on the above-mentioned issues. Senior executives of commercial banks are invited to Participate in the exchange, share practical experience and personal views based on the gradual development experience in the workplace and the views of the upcoming senior managers. The results of the study found that if the design of the internal incentive system of commercial banks is close to the corporate culture and employee values, it can condense the centripetal force of employees. The internal incentive system is as small as the project incentive measures, as wide as the personnel promotion and welfare system, and should be widely reviewed and applied at the level of corporate governance. To sum up, the internal incentive system should be implemented with people as the starting point. If senior managers want to understand the needs and values of employees, they must establish continuous and long-term communication channels and establish a sound labor union organization. Employees must also fully understand the company’s regulations. And employee code, through benign interaction to promote the improvement of the internal incentive system, in order to achieve teamwork ability, employee loyalty will inevitably increase.