從員工觀點看公股銀行優退-以H銀行為例

The Effect of Retirement Plan of a Public Bank from Employee's Perspective A Case Study Of H Bank

黃玉枝(Yu-Chih Huang)

指導教授 ： 丁姵元

中原大學/商學院/企業管理研究所/碩士(2012年)

https://doi.org/10.6840/cycu201200877

摘要

中文摘要
近年來公股行庫因為受到二次金改的推動，民營化策略及金融市場國際化的影響，為了調整組織結構精簡人力，及配合政府提高就業率的雙重因素下，持續以推動優退方案的措施來因應組織外在環境的變化。以往對組織精簡議題探討的文獻很少針對留任員工的觀點來分析組織辦理優退的影響，本研究擬用質性研究的研究方法，藉由深度的訪談方式，再結合相關文獻的論述，尋找問題的根源及其背後所呈現的意義。
個案組織為一大型公股行庫，不動產金融為其企業核心價值，是台灣唯一的不動產專業銀行。組織為迎接金融全球化的浪潮，力求轉型，近年來對企業金融及消費金融著墨甚深，也逐漸邁向國際化發展，以成為全方位銀行為目標。組織轉型的同時不但調整組織結構也配合政府政策，執行優退精簡人力。為探討組織執行優退後所造成的影響，本研究從留任員工觀點以質性研究方法來進行分析。經由訪談資料分析結果，發現個案組織因辦理優退，使得高薪資深員工提早退休，而組織為調整人力配置招募新人填補空缺。結果有降低用人成本及員工平均年齡使組織年輕化、留任員工升遷管道較暢通等優點。但因組織在辦理優退前並没有充份考量執行優退會產生的缺點，做好相關配套措施，來面對可能出現的問題。再加上員工只要年資滿二十五年即可申請退休，完全没有其他的篩選機制，以致無法避免優秀人才提早離開。因而造成了人力不足、人力反淘現象、人才斷層問題、客戶流失及核心人才退出等負面影響。針對上述負面影響，留任員工建議先留住人才，再淘汰不適任員工，且辦理優退時間不宜過長。本研究發現，個案組織辦理優退後所凸顯的問題，除了公股行庫用人制度僵化原因之外，另一很大的因素是員工在職訓練不足，造成員工對各項業務專業度不平均，尤其是組織核心業務人才的養成，更缺乏完整培訓計劃。導致組織辦理優退後，人才斷層嚴重，接任退休人員職務的留任員工無法順利銜接工作，直到人才斷層影響波及到業務的推動才驚覺問題產生。此時即使再晉用新人來填補人力，在短期內也無法彌補專業度嚴重落差的缺口。總結來說，優退看來只是把組織一直就存在的問題浮出檯面。而這個經驗也足以讓其他公股行庫作為借鏡，在平時就應該擬定一套完整的員工訓練計劃並徹底執行，以避免重蹈覆轍。

關鍵字

員工訓練 ； 留任 ； 優退 ； 組織精簡

並列摘要

ABSTRACT
Recently, government-owned banks have been influenced with its strategy on civilization and internationalization of financial markets due to second Taiwan financial reforms. In order to adjust the organizational structure to streamline manpower and act in concert with the government to increase the employment rate, government-owned banks continue to push early retirement program to cope with outside environment changes. As a result of past literature with rare analysis on the influence on early retirement program from the remaining staff’s point of view, the research is implemented with qualitative method through in-depth interview and relevantliterature dissertation so that a root cause to the question can be found.
The case investigated is a local large-scale government-owned bank with its core value on real estate finance, which is the only professional bank on real estate locally. It strive to transition to welcome financial globalization. Recently, it into corporate and consumer banking with gradual international development so as to provide a full range of banking service. Besides, it not only needs to be in accordance with government policy but also implements early retirement program. In order to investigate possible influence on implementation of early retirement program, a qualitative research method is conducted on early retirement program from the remaining staff’s point of view. Based on the interview data analysis, the case being investigated has resulted in highly paid senior employees retiring early and the organization needs to adjust staffing by more recruitment to fill vacancies. Obviously, it has advantages of reducing employer costs, lowering the average age of employees, and smoothing the remaining staff promotion channels. However, in the process of implementing early retirement program, the organization does not fully consider the possible negative influence and fail to do a good job of providing precaution measures to face problems that may arise later.Coupled with staff seniority for 25 years qualified for retirement, there is no other screening mechanism that can prevent outstanding talent from leaving early, which has resulted in a lack of manpower, human anti-scouring phenomenon, the problem of a shortage of talent, the loss of customers and core personnel exit .Base on the above mentioned negative impact, the conclusion of the research suggests retaining talent first and then eliminating incompetent employees, and shortening the time of early retirement program.This study also found that the reseach highlights the problems like the rigidity of the employment system of the banks and lack of enough staff training, causing unequal professionalism, especially the core talent development without complete training programs.Not until did the management realized the problem of shortage of talent the early retirement program has lead to serious shortage of talent and induced remaining staff unable to take over the retiree positions smoothly.At this stage even filling the manpower vacancies by more recruitment can not make up the gap of serious professionalism gap in the short term.In conclusion, promoting early retirement program seems to highlight the existed organization problems. The experience can be referred to other government-owned banks that a complete staff training programs should be developed and fully implemented in order to avoid the pitfalls in all time.

並列關鍵字

early retirement program ； staff training ； organization downsizing ； retention

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