台灣金融業合併之人事政策、人際互動行為與員工心態反應關係之研究 —被併公司員工認知的觀點

A Research of the Relationships Among Human Resource Strategy, Interaction Behavior and Employee Mental Reaction on Merger in Taiwan Financial Business –View on Merged Employees

蔡豔如(Yen-Ju Tsai)

指導教授 ： 嚴奇峰

中原大學/商學院/企業管理研究所/碩士(2004年)

https://doi.org/10.6840/cycu200400590

摘要

摘 要
台灣金融產業近年來面臨國外企業虎視眈眈準備投入國內市場，而國內又已是僧多粥少戰況激烈的窘境，致使台灣金融業藉由合併方式快速擴大企業規模以提昇企業競爭優勢。
本研究以台灣金融業被併方員工的觀點來探討合併案之人事政策、人際互動行為與被併方員工心態反應之關係，試圖將合併中最無法預知與掌控的「人」的因素加以研究，以彌補合併相關研究中對於「人」的隱性重要因素探討之不足。本研究採取便利取樣的方式進行問卷調查，在經過實證分析後，研究發現及結論如下：

一、合併前後主併方人事政策的差異比較以及合併前後被併方員工心態反應的差異比較
1.被併公司員工普遍認為主併方在合併後較合併前有明顯提供較多之「培訓課程」、「宣導與輔導措施」以及「對未來工作展望提出說明」，但合併後在「保障員工薪資福利措施」方面與合併前相較之下卻有明顯落差。
2.被併公司員工合併後較合併前在心態上普遍認為主併方是贏家；但合併後工作成就感較合併前明顯提高。

二、人際互動行為對被併公司員工心態反應之影響
1.「情感關係與親疏程度」對被併公司員工心態各方面反應皆有非常顯著的影響，且顯著性與解釋量皆高於人際互動行為構面之另一變項「權力地位與差距」。
2.「權力地位與差距」對被併公司員工之「得失感受」、「期望認知」部分的影響也相當顯著。

三、主併公司人事政策對被併公司員工心態反應之影響
1.主併公司人事政策構面以「合併後變革管理」對被併公司員工心態反應影響最大，尤其是分別對於「工作滿足」、「得失感受」、「期望認知」個別單獨解釋量高達40%~50%。
2.主併公司人事政策另一變項「升遷考核」對「公平感受」及「調適程度」影響最為顯著，且測試結果顯示大部分被併公司員工對於「升遷考核」心態反應偏向感覺不公平以及不易調適。

四、人際互動行為對主併公司人事政策與被併公司員工心態反應之干擾效果
1.人際互動行為構面中以「情感關係與親疏程度」干擾效果最為顯著，其中人事政策「培訓發展」對「工作滿足」及「期望認知」之影響，皆因干擾由原主效果顯著變為相互作用不顯著，尤其「情感關係與親疏程度」對「培訓發展」有負向干擾效果。
2.人際互動行為另一變項「權力地位與差距」干擾效果亦非常顯著， 其中人事政策「工作保障」對被併公司員工心態反應，因加入干擾變項「權力地位與差距」後，由原主效果不顯著變為相互作用有顯著影響。

五、被併公司員工人口統計變項對知覺主併公司人事政策、人際互動行為與其心態反應之差異
（1）女性與男性在心態反應上有明顯差異（女性平均分數較高）；
（2）年齡大小在得失感受上有明顯差異（年齡大者平均分數較低）；
（3）大學學歷者相對於其他學歷者在各項測試中平均數明顯偏低；
（4）已婚者在各項測試中平均數明顯低於單身者；
（5）中階主管相對於其他位階者在各項測試中平均數明顯偏低；
（6）合併前年資較久者在人際互動以及心態反應上得分明顯較低；
（7）資訊類職務者在人際互動以及心態反應方面得分明顯較低；
（8）被併員工直線主管的職等別明顯影響其對於人事政策的認知；
（9）合併年數不同之被併員工對人事政策「升遷考核」、「管理職保障」認知上有明顯差異（合併年數較長，平均數較低）；

關鍵字

購併 ； 合併人事政策 ； 員工心態反應 ； 人際互動行為 ； 金融業

並列摘要

Abstract
In recent years, foreign companies are aggressively getting themselves ready for entering Taiwan financial market. With the unflattering situation where countless players are competing for limited resources, merger and acquisition is a quick and easy way to expand the scope of business boundary and to enhance company’s competitive edge.
This research focuses on the relationships among human resource policies, interpersonal behaviors and mental responses of employees from the merged-side employees’ perspective. And this research tries to examine the most unpredictable factor, “people,” and to make some progress due the fact that there has been a lack of discussion on this important latent factor. The research methods adopted in this research include questionnaire survey and convenient sampling. After statistical analysis, the research findings and results are as follow:
A. The comparison of human resource policies and the mental responses of the merged employees between pre-stage as well as post-stage of the merge:
1. It is a common thought of the merged employees that there are plenty of “training lessons,” “advocating and consultation” and “announcement for future vision” before merging. However, little is done for “the protection of employee salary and welfare” after the merge. This is considered to be a significant difference between pre-stage and post-stage of the merge.
2. The merged employees generally think the merger to be the winner no matter it is before or after the merge. However, these employees will have a higher sense of achievement after merging.
B. The interpersonal behavior factors have significant influence on mental responses of the merged employees:
1. “Interpersonal relationship and the extent of acquaintance” factor has a significant influence on every mental responses of the merged employees. It’s more significant and can explain more in comparison with the other factor “power status and difference.”
2. “Power status and difference” factor has significant impacts only on the “feeling” and “expectation” variables of the merged employees.
C. The influences of the merger company’s human resource policies to the mental responses of the merged employees:
1. Among merger’s human resource policies, the “change in management after merging” factor has the strongest influence on mental responses of the merged employees. In particular, it contributes to 40%~50% of the explained variance when compared with other variables such as “sense of achievement,” “feelings” and “expectation.”
2. Another factor, “promotion and evaluation,” has significant impact on “sense of fairness” and “feelings” factors. The research finding shows that most of the merged employees consider “promotion and evaluation” to be unfair and difficult to deal with.
D. The interferences from interpersonal behavior factors to the merger company’s human resource policies and mental responses of the merged employees:
1. In the aspect of interpersonal behavior, the factor “interpersonal relationships and extent of acquaintance” has the most significant influence. Among which, human resource policy’s influence on “training”, “sense of fulfillment” and “expectation” are interfered, and the above-mentioned 3 variables have low correlations. Particularly, the factor has negative interference on “training”.
2. Another factor, “power status and difference,” also has signifacant interference. The influence that “job security” factor of human resource policy has on the mental responses of the merged employees is intervened by “power status and difference” factor.
E. The difference in the mental responses of the merged employees toward the merger company’s human resource policies and interpersonal behaviors:
1. Female employees react more positively compared to the male employees;
2. Those aged employees are more likely to respond negatively during the merge;
3. Employees with college/university degree have the worst response than others;
4. Employees in married status tend to have worse response;
5. Mid-level managers or supervisors show strong negative response during the merge;
6. Employees with longer tenure in the merged company respond more negatively in interpersonal interactions as well as in mental response factors;
7. Employees in MIS position tend to respond more negatively than other positions in interpersonal interactions as well as in mental response factors;
8. Employees from different levels of management tend to evaluate differently toward the human resource policy;
9. The longer time after the merge, the worse response of the “promotion and evaluation” and “management position job security” factors.

並列關鍵字

employees’ mental responses ； interpersonal behaviors ； merger & acquisition ； human resource policy ； financial industry

參考文獻

2.司徒達賢、吳靜吉、徐聯恩（1988），”組織內人際結構之研究”，管理評論。

20.黃程貫（1996），勞動法。台北：空大。

32.嚴奇峰（1997），台灣家族企業之文化與結構關係研究－雙元系統模型，台北：行政院國家科學委員會專題研究。

37.錢穆（1979），從中國歷史來看中國民族性及中國文化，台北：聯經出版公司。

22.陳月雲（2003），企業購併員工壓力管理之研究—以證券業為例，元智大學管理研究所碩士論文。