金融業之經營策略-以S銀行為例

The Study of Operation Strategy for Financial Institution– Taking the S-Bank as an Example

黃文豪(Wen-Hao Huang)

指導教授 ： 鄭雅穗

元智大學/管理學院/管理碩士在職專班/碩士(2012年)

摘要

全球經濟的快速發展，金融業也進入了自由化、國際化、多元化綜合經營的走向。台灣金融業短期內競爭對手急遽增加，彼此間惡性競爭加大，讓銀行業獲利能力不如從前。面對金融環境的急速變動及同業的激烈競爭，本國銀行不得不思考未來經營策略之走向，並積極進行組織變革，以便將有限的資源投入核心事業，發展組織的優勢、扭轉劣勢、把握機會並避開威脅，提高經營績效與競爭力。
本研究藉由個案分析探討S銀行推展業務動能之經營策略，及其對銀行績效的影響，並分析其未來發展策略。經分析歸納主要結論為：
S銀行採員工全員入股制度，員工對銀行向心力極高，此亦有助於S銀行企業形象與品牌塑造之推動，進而提升員工和客戶的滿意度，讓銀行經營業績有所提升。此應是目前許多銀行推行員工全員入股制度的原因。S銀行組織變革之KPI績效考核制度，7年來業績獲得較大提升。績效評估的功能與重要性，確實應受到管理階層高度的重視。
本研究對S銀行的主要建議為：
實施員工全員入股制度時，為符合部份行員另有個人生涯規劃的考量，應採取配套優惠退休方案。新的KPI績效管理制度實施後，諸多量化績效指標的實際達成數據，應直接由電腦系統產生資料，才真正具有可信度與公平性。

關鍵字

S銀行 ； 經營策略 ； 經營績效

並列摘要

With the fast development of Global economic, the financial industry has tendency to enter into liberalized, the internationalization, and the multiplex comprehensive management. Recently, the competitor of financial industry increases rapidly in Taiwan. Accordingly, each other vicious competitions are enlarged which makes the bank industry profit ability become poor than ever. Therefore, facing financial environment change and same business steep competition rapidly, the domestic bank must consider their strategy to reform their organization to input their resources to upgrade their core business. Meanwhile, the development pros of organization, reverse inferiority, take advantage of opportunity and avoids the threat are four items to promote management achievements and competition ability.

This research will explore the experiential strategy of S-bank and its influence on the bank’s performance through the analysis of single case. A further discussion on the bank’s future development strategy will follow. The analysis of this study is:

The S-Bank considers asking his employees to purchase his own stocks to aggregate the concentration. This action will enhance his appearance of business and brand mold. Also, the customer satisfaction will be increased. In the mean time, the business achievements are gained. This is the reason why many banks are applied their employees to purchase his own stocks. Aftermath, S-Bank reform organization and KPI (Key Performance Index) and the business achievements are promoted in the past 7 years. The Performance Evaluation on the function and the importance are emphasized by management.

The suggestion of S-bank is
The action of asking his employees to purchase his/her own stocks must be considered by his/her career planning. Also the plan of retirement should be considered. With the new implement of KPI. Performance evaluation should be generated by computer system which makes the entire progress reliable and fair.

並列關鍵字

S-Bank ； Management strategy ； Performance

參考文獻

卓孟珍（2003）。組織變革認知、組織承諾與組織公民行為關係之研究。國立成功大學企業管理研究所碩士論文。未出版，台南市。

李宥賢（2009）。中部地區國民小學校長領導形態與學校組織變革關係之研究。國立暨南國際大學教育政策與行政學系碩士論文。未出版，南投市。

閻家驥（2005）。銀行合併及區域中心制度之組織變革與經營策略。元智大學管理研究所碩士論文。

Ashford, B.E. & Lee, R.T. (1990).Defensive behavior in organizations: a preliminary model. Human Relations, 43,624-648.

Daft, R. (1983).Organization Theory and Design.NY: West Publication.