| 摘要: | 「金融改革是一場永不停止的革命」，在現今金融產業過度競爭的困境中，金融機構走向國際化、大型化成為不可違逆的發展趨勢，整併應是無可避免的；然而合併對員工而言是一重大的組織變革，被併公司的員工在面對合併後的新公司時，儼如新進員工般充滿著陌生和不確定感（陳重志，2002）；而主併公司的員工在新成員的加入、資源的重分配，同樣需面對變革所帶來的衝擊；員工對於合併前的期望與合併後的實際知覺間可能有所不同，若未及時修正，員工將陷入期望與實際知覺的差距，導致無法正常工作的心理狀態，進而影響對組織的認同，削弱在組織中的績效表現（Davy et al.，1988）。
本研究以2006年5月1日與F銀行合併後存續之C銀行員工作為研究對象，透過問卷調查探討C銀行員工在組織合併前及合併後，對於變革態度改變之情形，以及對於後續工作態度與行為的影響；依照合併後C銀行各區域員工分布比例隨機抽樣，共取得有效問卷304份；採用資料分析方法包括敘述性統計分析、因素分析與信度檢定、變異數分析、獨立樣本Ｔ檢定、迴歸分析及卡方檢定。經實證分析後結果發現：
一、合併前後員工對變革態度「改變量」及「立場改變」之不同在組織認同有顯著差異。
二、合併後員工變革態度之不同對組織認同有顯著影響。
三、員工個人背景之不同在合併前變革態度、合併後變革態度、合併前後變革態度之改變量、組織認同及工作績效具有顯著差異（部分）。
此外，本研究發現在合併的過程中，員工對於管理當局處理合併的溝通協調能力、補償員工權益等措施甚為重視；因此，本研究提出建議：一、加強變革之溝通與協調、建立雙向公開溝通管道；二、妥善規劃發展策略、適時發揮合併綜效；三、重視員工個人背景之不同、分別訂定生涯發展計畫。
“Financial reform is an endless process of revolution”. While the financial industry is facing a difficult situation of excessive competition, financial institutions are inevitably moving toward a trend of globalization and larger scaled business. Merger and acquisition have therefore become unavoidable. For the employees, however, merger and acquisition implies a significant organizational change. Facing the integrated new company, employees of the acquired company are overwhelmed with the feeling of strangeness and uncertainty, and feel just like a new employee.（Chen,2002）. Employees of the acquiring company, on the other hand, are also impacted by various changes including the joining of new employees and the reallocation of resources. Differences may exist between the original expectation of employees before the merger and the actual perceptions after the integration. The gaps between employee expectation and actual perceptions, if not timely rectified, may result in negative mindsets that impair the regular work of the employee and adversely impact the organizational identification and performance.（Davy et al.,1988）.
This research focused on the employees of band C, the surviving bank after their merger with Bank F on 1 May 2006. Through a questionnaire survey, we attempted to understand the attitude of Band C employees towards the organizational change before and after the merger, as well as the consequential impact on their work attitudes and behaviors. A random sampling was made in accordance with the percentage of Bank C employees after merger in different areas, and a total of 304 valid samples were obtained. The methodology adopted for data analysis included descriptive statistics, factor analysis and reliability test, analysis of variance, independent sample T test, regression analysis and the Chi-Squared test. The results of the empirical analysis show:
1.In terms of the employee attitude toward the merger, the “change volume” and “change of standing” before and after the merger show significant differences on organizational identification.
2.The differences in employee attitude toward the change after the merger has a significant impact on organizational identification.
3.The difference in personal background of employees shows significant differences （partial） on “change volume”, “organizational identification” and “work performance”,
respectively in terms of the employee attitude towards the changes before the merger, after the merger, or in both situations.
It was also found that in the merger process, employees show particular concern on the communication competency of the management in handling the merger-related issues, as well as on the policy taken to compensate for the employee rights and interests. Through this paper, we wish to recommend that: 1. The management should improve the communication and coordination on the changes and establish open and two-way communication channels. 2. To plan the development strategies carefully to achieve a timely synergy of efforts. 3. To respect the personal difference of employees and establish individual career development plans accordingly. |
