銀行經理之職能與績效之相關研究-以C銀行為例

The Relationships between Competence and Job Performance - an example of C bank

黃珊珊(San-San Huang)

指導教授 ： 吳坤山

淡江大學/商管學院/企業管理學系碩士在職專班/碩士(2013年)

https://doi.org/10.6846/TKU.2013.00983

摘要

「知人善任、適才適所」說明企業最重要的決策在於用對人、做對事。金融業面臨經營環境日益險峻的情況下，如何保留與傳承知識，把對的人用在對的職務，任用適合的分行經理在提升分行通路及銀行整體競爭優勢極為重要。
以往研究多偏重於探討管理者人格特質，較缺乏由實務驗證銀行分行經理應具備哪些管理職能。緣此，本研究以C商業銀行之分行經理人為研究對象，探討其職能與工作績效的關聯性。
本研究採普測方式進行，針對C商業銀行之所有分行經理進行普查，總計發放184份問卷，回收有效樣本數為177份。透過敘述性統計、信度分析、效度分析、及結構方程模型(Structural Equation Modeling, SEM)中之偏最小平方估計法(Partial Least Square, PLS)進行分析，其主要研究結果如下：
1. 分行經理人的管理技能、關係管理、內在素質等職能，均顯著正向影響工作績效(任務績效、情境績效)。
2. 影響工作績效(任務績效、情境績效)之因素，以關係管理職能的影響最大。
3. 在關係管理職能表現上男性分行經理顯著優於女性分行經理；未婚的分行經理顯著低於與已婚(且有孩子)的分行經理；碩士(含)以上學歷的分行經理顯著低於專科(含)以下與大學(含學院)學歷的分行經理；北區的分行經理顯著低於南區的分行經理。
4. 在管理技能職能表現上，未婚的分行經理顯著低於已婚(未有孩子)與已婚(且有孩子)的分行經理；專科(含)以下學歷的分行經理顯著高於碩士(含)以上學歷的分行經理。此外，1~3年經理年限的分行經理在情境績效上低於6~9年經理年限的分行經理。
緣此，建議C商業銀行分行經理人應強化本身的關係管理職能(如公平對待部門團隊中的所有成員)，來提升工作績效(任務績效、情境績效)。

關鍵字

職能 ； 工作績效 ； 偏最小平方估計法

並列摘要

Under current unfavorable circumstances, the financial industry is facing a difficult situation. Putting the right person in the right position is the most important objective for bank branch manager.
Previous research emphasized the human character of bank branch managers; however, it focused less on management ability, and more importantly, the drive to improve on current managerial skills. Therefore, the aim of this thesis is to explore the relationships between the competence and job performance of the C commercial bank branch managers.
This research used to conduct a general survey of methods for the C commercial bank branch managers the entire census. Total 184 questionnaires had been distributed, and 177 valid samples were retrieved. According to Descriptive Statistics, Reliability Analyze, Validity Analyze, and the Partial Least Square, the major conclusions are as follows:
(1) The competences (management skill, relationship management, and other functions of inner quality) of bank branch manager have positive influence of job performance (task performance, contextual performance).
(2) The greatest factor that influences job performance (task performance, contextual performance) is relationship management.
(3) The results indicate significant differences on relationship management between genders, marital status, education levels and locations. Male branch managers have significantly better performance than female branch managers. Married (with children) branch managers have significantly better performance than single managers. Managers with master degree or above performed worse than managers with university / college degree or under. Managers in the Southern region performed better than those in the Northern region.
(4) The results indicate significant differences on management skill between marital statuses; education levels and seniority. Married (either with or without children) branch managers have significantly better performance than single managers. Managers with master degree or above performed worse than managers with university / college degree or under. Branch managers with six- to nine-year managerial experience performed better than those with only one- to three-year managerial experience.
Our findings suggest that C commercial bank branch managers should strengthen their relationship management skill (such as fair treatment of all member of the team division), to enhance job performance (task performance, contextual performance).

並列關鍵字

Competence ； Job Performance ； Partial Least Square

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