| 摘要: | 本論文之研究旨在探討銀行購併後，組織文化對員工工作滿足與離職傾向影響之實證研究，並希望提供其他企業在購併上之參考。本研究利用統計分析檢定以下之研究目的：
一、探討組織文化、員工工作滿足與離職傾向之關連性。
二、探討主併公司(F銀行)與被併公司(T銀行)之員工在組織購併前後，對
組織文化、工作滿足與離職傾向的看法。
三、探討主併公司(F銀行)與被併公司(T銀行)的組織文化之差異大小對員工
之工作滿足與離職傾向的影響。
本研究以TF銀行為例，以其台北地區之27家分行的員工為研究對象，採用問卷調查法進行資料蒐集，以進行實證研究，共發出360份問卷，回收278 份，經剔除不完整問卷，實際有效問卷266 份，其有效問卷率為73.88％。經過分析之後，歸納出以下結論：
一、組織文化之「創新型文化」以及「支持型文化」兩子構面，均與員工之
工作滿足三子構面呈現顯著正相關，而與員工之離職傾向之關係為負相
關。員工工作滿足三子構面與離職傾向為顯著負相關。
二、購併前，主併公司(F銀行)員工與被併公司(T銀行)員工在組織文化之
「創新型文化」以及工作滿足之「外在滿足」的認知上，有顯著差異。
購併後，兩者在各構面均無顯著差異。
三、主併公司(F銀行)員工對於購併前後，組織文化之「創新型文化」、「支持型文
化」；工作滿足之「外在滿足」、「一般滿足」以及離職傾向等構面之認知有顯
著差異。被併公司(T銀行)員工對於購併前後，組織文化之「創新型文化」、「支
持型文化」；工作滿足之「內在滿足」、「外在滿足」、「一般滿足」以及離職傾
向等構面之認知有顯著差異。
四、購併前後，組織文化一致性越高，員工工作滿足越高；組織文化之「官僚型
文化」與「創新型文化」一致性越高時，員工離職傾向越低。
The purpose of this research was to investigate the influence of Organizational Culture on job satisfaction and tunover intension. Looking forward to providing a research reference for enterprise mergers and acquisitions. Specifically, the major purposes of this research were:
1.To discuss the relationship between organizational culture , job
satisfaction,and tunover intension.
2. To discuss the opinions of employees of the merger company(F bank) and the merged company(T bank) on organizational culture, job satisfaction and tunover intension.
3. To discuss the influence of the difference of organizational culture
between merger company(F bank) and the merged company(T bank)
on job satisfaction and tunover intension.
This reaserch takes TF bank as an example.The research sample are the employees of 27 TF bank in Taipei.A questionnaire was used as the research instrument.A total of 360 copies of the questionnaires were sent out to employees of TF bank in Taipei. Among them, 278 questionnaires retrieved, while 266 are valid. The valid rateof questionnaires was 73.88 %.
The findings of the study include:
1.“ Innovative organizational culture” and “supportive organizational
culture” have significant positive correlation with three sub-dimension of
job satisfactions, but have significant negative correlation with employees’ urnover intension. Three sub-dimension of job satisfactions have significant negative correlation with employees’ turnover intension.
2.Before the merger and acquisition, there is a significant difference between the employees of the merger company(F bank) and the merged company(T bank) in two dimensions ,
company(T bank) in two dimensions , “innovative organizational culture” and “external job satisfaction”.On the other hand, After the merger and acquisition, two companys have no significant difference in each dimension.
3. There is a significant difference between the employees of the merger company before and after the merger and acquisition in “innovative organization culture”, “supportive organization culture”, “external job satisfaction”, “general job satisfaction” and “turnover intension”. While there is a significant difference between the employees of the merged company before and after the merger and acquisition in “innovative organization culture”, “supportive organization culture”, “internal job satisfaction” , “external job satisfaction” and “general job satisfaction” and “turnover intension”.
4. Before and after the company merger and acquisition, the higher the consistency of organization culture is, the much job satisfaction the employees feel.The higher the consistency of “bureaucratic organization culture” and “innovative organization culture” is, the lower the employees’ turnover intension is. |
