- 學位論文
企業購併後之組織變革與激勵管理活動之探討-以國泰世華銀行併購第七商業銀行為例
The Influence of Organization Change and Management Activities in Post Merger and Acquisitions:A Case Study of Cathay United Bank merged Lucky Bank
摘要
近年來政府強力主導本國金融產業的整併活動，整併過程除了經營綜效值得關注外，整併後被併銀行員工所面臨的衝擊與挑戰及主併銀行應負的企業社會責任，為吾人所關注。本研究將國泰世華銀行及第七商業銀行實際購併整合之個案，以個案研究方式，運用「紮根理論」，藉由深度訪談所萃取之構面分析的結果，包括外部環境、人力資源整合、組織架構整合、領導風格整合、企業文化整合及作業系統整合等，並得到以下結論： 一、購併後組織變革激勵管理活動對被併組織員工之衝擊，有顯 著的影響，以本研究個案為例，歷經18 個月的整併準備，且整併後初期主併銀行中、高層都表示歡愉的態度接納，並於整併初期主併員工協助幫忙，可緩和被併員工的情緒。 二、以訪談三家原第七商銀員工為例，整併後至今一年多，僅一名員工退休，其餘都仍在職，初步推論員工對於購併可滿意，再者經訪談後，被併員工多位表示工作較為穩定、較為有自信、能學習較多專業技能等，以本研究個案為例，被併員工多數應對購併結果表示滿 意。。 三、透過受訪者訪談內容表示，因公司規模較大，福利較為健全，薪資待遇較以往佳，休假較為正常，都可顯示被併後留任員工的福利多比以往佳。 四、經過深度訪談後，可發現國泰世華合併第七商銀應為金融購併成功的個案，其成功可歸納為主併銀行與被併銀行高層意志契合、整併準備期間長、整併活動溫和、整併活動全員配合、對於被併員工能力肯定及被併員工配合意願高等。
並列摘要
In recent years, The Taiwan government strongly guided the activities of mergers and acquisitions in banking industry. What interested me is not only the synergy of those activities, but also how the employees of those acquired banks dealt with different management challenges. In my research, I adopted grounded theory to analyze the case of Cathay United Bank merged Lucky Bank. I interviewed 3 acquiring firm managers who have implemented of mergers and acquisitions projects. Besides, I interviewed 7 acquired firm staff who experienced organization change. According to interviewing transcriptions, I built up 6 major aspects that are External Environment, Operating System, Human Resources,Organizational Structure, Style of Leadership and Business Culture for final analysis. After qualitatively analysis, the research findings and results are as follow: Firstly, the longer arrangement it took before the mergers and acquisitions project, the more satisfied results acquired firm employees have. Secondly, the amicable management for integration project between acquired firm directors and acquiring firm directors can easily build up a cooperative style organizational culture for a new organization.