- 學位論文
組織文化強度、文化調適訓練及風險偏好對變革後員工滿意度影響之研究-以銀行合併為例
A Study of Effect on Employee Job Satisfaction by Organizational Culture Strength, Cross-Cultural Training and Risk Propensity in A Process of Bank Merger
摘要
國內金融產業近年來面臨產業外移及金融業家數過多的影響，國內銀行業的競爭比過去更加激烈。2004年 10 月政府推動二次金改，期望提高金融業的核心競爭力，拯救國內金融業深陷微利競爭的紅海市場及提高國際競爭力，在政府積極鼓勵業者進行合併、提升競爭力的政策引導下，已有多件成功併購的案例，其中合庫與農銀之合併即為一例。而影響金融機構合併後員工滿意度之因素為何，過去探討並不多，本研究目的在藉此個案式之實證探討以了解相關影響因素。 從文獻中可知組織文化強度、跨文化訓練及風險偏好皆和員工滿意度有關，組織文化強度係指文化對組織成員影響的程度(毛連塭，1997)，文化強度越強，主張、價值、信念及規範組織成員越有其目標。李漢雄(2000)認為跨文化訓練是指在創造文化差異的認知，發展跨文化的調適技能，減少文化衝擊，及促進不同文化的融合，所實施之訓練方案或活動。康淑美(2007)的研究認為，風險偏好是指人對於風險偏好的高低程度。根據研究顯示，當工作者風險偏好程度越高，則其較願意放手一搏而不會為之怯步。Davis(1989)認為工作滿意是指員工對其工作喜好程度，若工作適合其期望，則員工將會產生滿足。 本研究以配合政府二次金改下的合併案，合作金庫商業銀行為探討對象。該合併案係為合作金庫與農民銀行以吸收合併方式於2006年5月1日合併成功，農民銀行為消滅銀行，合作金庫為存續銀行，並同時更名為合作金庫商業銀行股份有限公司。本研究以該行為研究對象，探討合併前組織文化強度、文化調適訓練及員工風險偏好對變革後員工滿意度影響之研究，同時依不同的個人屬性探討員工在各構面之差異性。以便利抽樣方式進行問卷調查，369份有效問卷的資料經過T檢定、變異數分析及迴歸分析後發現及結論如下： 1.(組織合併前)不同之文化強度、文化調適訓練行為及員工風險偏好在組織合併後之員工工作滿意度認知上會有顯著差異，此假設在主要效果上皆成立。 2.。組織合併前文化強度對組織變革之工作滿意度會隨著員工人口變項不同而有顯著的影響。 3. 不同人口變項之員工在合併前組織文化強度、文化調適訓練行為、員工風險偏好、合併後現況滿意度之認知上有顯著差異。此假設為部分成立。
並列摘要
Since the domestic finance industry is affected by industries outward shifting and excessive financial premises, domestic banks compete more intensely with each other than ever. In October 2004, Government promoted the second financial revolution to enhance the core competence in finance industry, to save the domestic financial premises that struggled in Red Ocean with slight revenue and to enhance international competence. There have been many successful cases of banks consolidation guided by Government‘s positive promotion policies which encourages to merge and enhance competence. The consolidation of Taiwan Cooperative Bank and Farmers Bank of China is one of them. There has not been much discussion on factors of employees’ job satisfaction previously. This research is to understand and discuss the related effective factors by analyzing the mentioned case. According to documents, employees’ job satisfaction is related to organization cultural intensity, cross-cultural training and risk preference. And organization cultural intensity represents the degree of how culture affects employees. (Mao, Lian-Wun, 1997) The higher organization cultural intensity is, the more opinions, values, beliefs and organization members means. Li,Han-shiung (2000) thinks that cross-cultural training is to create the recognition of cultural difference and to develop the skills of cross-cultural adjustment, which is also the activities or training projects to minimize cultural impact and encourage cultural integration. Research of Kang, Shu-Mei (2007) explains that risk preference is people’s preference towards risks. According to the research, people who have higher risk preference are more willing to play a last card and not prone to move back. Davis (1989) explains that job satisfaction means how much employees like their job. If the job corresponds to their expectation, employees feel satisfied. This research takes the banks consolidation case of Taiwan Cooperative Bank as example, which corresponds to the second financial revolution promoted by Government. The banks consolidation case is that Taiwan Cooperative Bank merged with Farmers Bank of China in terms of absorption on May 1st 2006 and changed its name to Taiwan Cooperative Bank. Farmers Bank of China was absorbed by Taiwan Cooperative Bank. This research discusses that how organization cultural intensity, cultural adjustment training and risk preference before consolidation affects employees’ job satisfaction after consolidation. At the same time, it discusses the variety of each factor according to personal attribute of employees, which helps to conduct questionnaire survey by sampling. The result of 369 valid questionnaires after T-test, variance analysis and regression analysis is the following: 1.The job satisfaction of employees after consolidation is obviously various due to organization cultural intensity, cultural adjustment training and risk preference of employees (Before consolidation). This hypothesis exists on all major effects. 2.The relationship between job satisfaction of employees after consolidation and organization cultural intensity before consolidation varies with variables of employees’ population. 3.Organization cultural intensity, cultural adjustment training, risk preference of employees before consolidation and job satisfaction of employees after consolidation vary with different variables of employees’ population. This hypothesis exists.