- 學位論文
壓力與型態及其管理機制對工作安康的影響
THE EFFECT OF STRESS, STRESS PATTERN, AND MANAGEMENT MECHANISM ON WELL-BEING AT WORK
摘要
由於近年來金融業經營環境的競爭更加劇烈，企業為了提昇其競爭優勢，加上政府大力鼓勵合併，因此金融業的合併相當盛行。在併購活動如此盛行的狀況下，但績效卻普遍不佳，由於許多研究指出，對於併購的失敗大多是人的因素，因此本研究主要以併購公司員工的觀點，探討企業併購後，員工的衝突壓力對於其工作安康之影響，以及探討員工採用何種的衝突管理機制，最能有效減關係衝突對於其工作安康的負面影響。 本研究採便利抽樣，研究對象為兆豐國際商銀和台灣銀行，分別回收了55份和85份的有效問卷，並以SPSS第14版驗證所提出的假說。實證結果發現：（1）合併後組織文化差異的壓力，與員工產生的關係衝突呈正相關，（2）組織文化差異與不確定性的壓力，與員工感到情緒疲憊呈正相關，（3）組織文化差異的壓力，與員工的離職意圖呈正相關，（4）採用退避的衝突管理機制，可以減緩關係衝突所引起的曠職情形，卻會使得任務衝突所引起的曠職情形更加嚴重，（5）採用順應可以減緩任務衝突所引起的曠職情形，卻會使得關係衝突所引起的曠職情形更加嚴重，（6）採用競爭可以緩衝關係衝突所帶來的情緒疲憊，但採用競爭，卻會使得任務衝突所引起的情緒疲憊情形更加嚴重；而採用競爭，雖然可減緩任務衝突所引起的曠職情形，卻又會使得關係衝突所引起的曠職情形更加嚴重，（7）使用企業顧問的第三方幫助則會使得任務衝突所引起的曠職情形更加嚴重。
並列摘要
Banks want to enhance business competitive advantages because of the volatility in the competitive banking environment. In addition to the government's advocacy and enactment in mergers, there is a trend of increasing numbers of financial mergers. Under the popularity of M&A activities, the poor performance of corporate management is reported frequently. Some studies stated that the key factor of the failure stays with people. The focus of this study is to explore conflict stress from the perspective of the employees on their well-beings and to find out which conflict management mechanism employees take is the most effective method to buffer the negative effects of relationship conflicts among employees and the other members in the organization after a merger or an acquisition. This study chooses the employees of Mega International Commercial Bank and The Bank of Taiwan as the research subjects and uses convenience sampling. There are fifty five questionnaires from Mega International Commercial Bank and eighty five questionnaires from The Bank of Taiwan. Furthermore, this study takes the Statistical Package for the Social Science (SPSS) version 14.0 to examine the hypotheses. The major findings are summarized as follows: (1) The stressor from organizational culture difference after a merger is positively related to the occurrence of relationship conflict. (2) The stressor from organization culture difference and uncertainty after a merger is positively associated with the employee's feelings of emotional exhaustion. (3) The stressor from organizational culture difference is positively related to employee's turnover intention. (4) The absenteeism resulted from relationship conflict can be buffered by adopting the conflict management style of avoiding. (5) Adopting the conflict management style of accommodating can cushion the absenteeism resulted from task conflict, but it will worsen the absenteeism resulted from relationship conflict. (6) Adopting the conflict management style of competing can retard the emotional exhaustion in relationship conflict, but it will worsen the emotional exhaustion in task conflict. In addition, adopting the conflict management style of competing can buffer the absenteeism resulted from task conflict, but it will worsen the absenteeism resulted from relationship conflict. (7) Adopting third-party help as from consultants will worsen the absenteeism resulted from task conflict.
參考文獻
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