- 學位論文
銀行成立債權管理區域中心對催收業務的影響-以合作金庫商業銀行為例
The Investigation of impact on overdue loans collection by implementing regional credit management center - An instance of Taiwan cooperative bank
摘要
摘 要 國內截至九十五年底已有多家商業銀行設立區域中心，冀望區域中心成立可為其帶來競爭優勢，其對商業銀行可產生（一）提高員工工作效率（二）降低經營風險（三）有效管理資產配置資源（四）加強分工專業化（五）後勤支援專工角色（六）有利於目標管理執行。 合庫過去催理制度是以各分行處理各分行之逾期放款，而以各分行規模及逾期放款金額約略可分為三種情形：（一）專任催收襄理1人，專任催收經辦2-3人。（二）兼任催收襄理1人，專任催收經辦1-2人。（三）兼任催收襄理1人，兼任催收1-2人。因催收人員分散於各分行，且大部份分行催收人員必須兼負他項業務，以致於無法專心作好催收工作，且各分行催收人員太多不是法律系畢業，大多是由師傅口頭傳授，加上如遇人員調動，致使分行具有經驗催收人調至其他分行，而造成分行催收人員的斷層，因而無法培育出催收領域具有高度專業能力的專家。然而區域中心的成立恰可解決上述問題，不僅可提高催理積效、降低營運成本之外，並可使行員走向專業分工，提高銀行競爭力。 本研究乃以合作金庫商業銀行成立債權管理區域中心為例，主要利用合庫內部清逾期放款資料，資料期間為2004年1月至2007年11月合庫債權管理部發文給各營業單位其每月清理逾期放款的資料，以比較其成立債權管理區域中心成立前及成立清理積效之比較。 另以六區債權管理中心同事作抽樣訪談，北市區及北縣區因地緣關係以實地訪談方式，其餘四區則以電話訪談方式為之，訪談的對象以各區域中心組長1人及經辦2-3人，經辦之訪談對象以資深人員，職級以領組人員為主，並將訪談的紀錄整理後作為對區域中心制度及其業務評核標準之探討。 經由資料及訪談得到以下結論： 一、合庫成立債權管理區域中心後，能加速合庫處理逾期放款案件，儘速收回逾期放款。 二、雖然成立債權管理中心後，減少催收經辦的人力，但增加高級主管人數。 三、因對債權管理區域中業務評核標準訂定不公平，而影響區域中心催收經辦的士氣。 四、經訪談區域中心催收經辦，認為成立債權管理區域中心，能培養專業人才，並能教學相長之下提昇專業能力。 五、債權管理區中心原規劃為執行單位，但目前已變質為執行單位兼督導單位，因而影響到其處理逾期案件之速度。 關鍵詞： 區域中心 Regional Center 逾期放款 Securitizationassets 合作金庫銀行 Taiwan Cooperative Bank
關鍵字
區域中心；逾期放款；合作金庫銀行並列摘要
ABSTRACT As of the end of 2006, many commmercial banks have reformed their management center by region and anticipated the regional management center could bring them advantage in competition due to expected following result from the regionalization:(1) Improve the operation efficiency (2) Lower down operational risk (3) Invest assets and resource effectively (4) Enhance professional division (5) Professionalize logistic supports (6) Implement objective management Each individual branch office of Taiwan Cooperative Bank was responsible for collecting overdue of loans. Three categories of resources were classified for pressing the overdue collection per the size of branch office and the dollar amount of the overdue of loans: (a). A full-time assistant manager leads 2-3 full-time assistants (b) A part-time assistant manger leads 1-2 full-time assistants (c). A part-time assistant manager leads 1-2 part-time assistants. Due to those people for collecting overdue payments were located in different area of branch office and mostly they carry other business assignments, which cause miss-focus on overdue collection. Moreover, most of overdue collectors were not well trained and lack of professional knowledge in laws and regulations under the circumstance of very frequent job rotation, which caused the dis-linkage on developing good overdue collectors. Fortunately, regionalized management center could resolve those problems and improve collection performance, reduce operating risk, implement objective management so as to enhance the advantage in competition. This research tends to utilize the implementation of regional management center in Taiwan cooperative Bank as an example. Take data of repayment of overdue loans from January 2004 to November 2007 to compare and demonstrate the result on cleaning over- due loans by regionalizing management center in a bank. This research conducted interviews with colleagues in 6 regional management centers. On-site interview was hold for the region of north Taipei city and Taipei county, Telephone interview was done for the other 4 regional management centers. People who were interviewed including a senior group leader and 2-3 assistants in each center. The result of each interview was recorded for the evaluation of implementation of regionalized management center. As the result to show from this research by the collected data and the result of interviews, 1.The implementation of regional management center speeded up the progress on collecting overdue loans. 2.The implementation of regional management center reduced manpower of assistant but increased manpower of management on this specific business. 3.Performance of evaluation system could influence the morale of payment collectors. 4.The implementation of regional management center helps people and organization development, Improves professional capability of people. 5.The regional management center was specified as an execution unit but become both execution and auditing unit, which has slowed done the progress on collecting overdue loans.