民營金融機構整併對員工滿意度與機構文化影響之研究-以渣打銀行併購新竹商銀為例

受到歐、美、日金融機構併購的刺激，亞洲國家的金融機構紛紛吹起了合併與重整的風氣。順應這股潮流，台灣金融機構也開始積極進行銀行間的併購以及成立金融控股公司。併購儼然成為金融機構在維持組織及競爭力所選擇的主要工具與方式之一(Schraeder and Self, 2003)。然金融機構併購當中所產生的文化差異、組織變革及員工滿意度有著密切的關係。因此，在併購過程中，金融機構如何進行文化的整合，使之成為新企業的統一文化，進而促進併購後新企業的發展，應是併購過程中不可忽視的一個核心問題。本研究針對銀行併購前後之文化、組織變革及員工滿意度的關係進行實證探討。藉由對294位被購併之金融機構員工採取問卷調查法，實證結果發現，員工對於併購前組織文化、組織變革與員工滿意度之感受，發現員工滿意度與組織文化呈現顯著正向影響，組織文化與組織變革呈現顯著正向影響。員工對於併購後創新文化與變革憂慮呈現顯著正向影響，支持型文化與公司發展呈現顯著正向影響，而創新型文化與員工滿意度呈現顯著正向影響，此外，我們還發現，在併購整合的過程中，不同的組織文化呈現出許多衝突，特別是在併購前後的組織文化上，個人背景的差異對於併購與組織文化整合具有很深的影響。

關鍵字

併購；組織文化；員工滿意度

並列摘要

Financial institution in Asia starting M&A, it was due to the influence of Europe, American, and Japan financial institution. Because of that, Taiwan’s financial institution started to M&A and establishes Financial Holding Company actively. Business M&A is one of the strategies for keeping competitive ability (Schraeder and Self, 2003).However, during financial institution M&A, culture difference, organizational commitment and organizational commitment contain close relation. Financial institution how to Integrated culture and integrate all of the agencies into the new institution culture, and then after M&A, how to develop the new institution that would be a main point during M&A. 294 subjects were selected from Standard Chartered Bank which had M&A Hsinchu International Bank. The findings thus lend support for the hypothesis that employee satisfaction and organization culture were significantly before M&A. And after M&A, innovative culture of organization and commitment worries, leader-member exchange and the develop of company, and innovative culture and employee satisfaction were significantly. Moreover, during M&A, culture conflicts are likely to break out between the two companies, especially organization culture, that employee were come from different parts of the companies, and M&A and integrated organization culture would had deep affects by employees’ cultural background.