民營化銀行行員角色壓力與組織承諾關係之研究-以T銀行為例

The Study of Relationship within Role Stress and Organizational Commitment on Privatization Bank Staff –The T Bank as Example

楊淳雲(Chun-Yun Yang)

指導教授 ： 陳美菁

朝陽科技大學/管理學院/保險金融管理系/碩士(2013年)

摘要

自1990年以來，政府為提升台灣國際競爭力及邁向金融自由化，開始開放國內民營銀行設立及推動公營銀行民營化政策，經過10多年的改革變化，使得銀行的經營模式漸漸趨向多元化，金融體制已有大大的不同，自始銀行行員金飯碗的高貴形象漸漸改變。本研究欲探討的是在此背景下以T銀行為例的民營化銀行行員角色壓力與組織承諾關係之研究。
本研究以問券方式，針對T銀行之中部地區分行進行問卷發放，總共發放310份問卷，回收270份有效問卷。回收後以描述性統計分析、信度分析、t檢定、單因子變異數分析、相關分析等方法進行資料的統計分析。研究結果發現：(1)角色衝突、角色過度負荷感受以未婚行員大於已婚行員。組織承諾方面則以已婚行員明顯高於未婚行員。(2)在價值承諾方面，主管級行員高於非主管級。(3)在角色衝突方面民營化後入行行員較民營化前入行行員感受較高。(4)在角色過度負荷方面，年紀越輕的行員感受比年紀大的行員感受較深。另外，年齡越大的行員組織承諾越高。(5)在角色衝突與角色過度負荷兩方面，學歷在大學程度的行員，感受明顯較其他學歷的行員高。而在價值承諾與努力承諾方面，學歷在大學的行員也是明顯低於其他學歷，但在留職承諾方面，學歷在研究所(含)以上的行員留職意願最低。(6)在角色模糊與角色過度負荷方面，年資在5年以下的行員感受較高，而年資在21年以上的行員感受最小。行員年資越高，組織承諾越高。(7)角色壓力越大，組織承諾越低；角色壓力越小，組織承諾越高。

關鍵字

組織承諾 ； 角色壓力 ； 民營化銀行行員

並列摘要

Since 1990, the government has begun to open up the policies of setting up the domestic private banks and promoting privatization of the public banks in order to enhance Taiwan''s international competitiveness and to move towards financial liberalization. After ten years of reform, the business model of the banks has gradually become diversified, and the financial system has been significantly different. The bank employees'' noble images of having secure and lucrative jobs have gradually changed ever since. This study aims to investigate the relationship between the role stress of the privatized bank employees and the organizational commitment with T Bank as an example.
In this study, a total of 310 questionnaires for the central region of the T Bank branch were issued, and 270 were returned. The questionnaires were collected to analyze statistical date with a descriptive statistical analysis, reliable analysis, t test, one-way analysis of variance, correlation analysis and other methods of analysis. The results showed that: (1) Single employees feel more role conflict and role overload than married ones while married employees have higher organizational commitment than single ones. (2) The executive-level employees have higher value commitments than non-supervisory level ones. (3) The employees who enter the business after privatization feel more role conflict than those who enter the business before privatization. (4) The younger the employees are, the more role overload they feel while the older the employees are, the higher organizational commitment they have. (5) The employees whose educational backgrounds are university feel more role conflict and role overload than those who have other educational backgrounds. And the employees whose educational backgrounds have much lower value commitments than those who have other educational backgrounds. However, the employees who have master degrees or above have the lowest retention commitments. (6) The employees who have worked for less than 5 years feel the most role ambiguity and role overload while those who have more than 21 years experience feel the least. The higher seniority the employees have, the higher the organizational commitment. (7) The more the role stress is, the lower the organizational commitment is; the less the role stress is, the higher the organization commitment is.

並列關鍵字

organizational commitment ； role stress ； privatized bank employees

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