Mergers and Acquisitions, Equitable Rewards, Salary and Wage, Position, Career Development, Communication, Employee’s Performance, Working Result, Intention to Leave.
In recently years, to meet the changes of business circumstances and global competitions, banking industry in Taiwan is rising waves of mergers and acquisitions(M&A), pursuing the prompt expansion of the enterprise’s dominion and reaching the economic objectives of operational synergy. However, the activities of banking M & A have caused senious troubles to banking employees, who are forced to face the both turbulence and uncertainty in their career development as well as social impacts.
The targets of this study are 245 valid copies of questionnaire returned from employees who experienced in mergers and acquisitions. The data analytical methods used in this study are as: “Descriptive Statistics”, “Chi-square Test”, and “Correlation Analysis”.
The key variables in this study are: “fairness” in salary & wage and position, “career development” in salary & wage and position and “communication effect” between managers and subordinates.
Five conclusions and discoveries have been reached as fellows:
(1) No significant relationship was found between the perceived fairness and employees’ working resutl, but fairness has showed a negative relationship with the intention to leave.
(2) No relationship was found between the better career development and the more employees’ working result as well as the intention to leave. In addition, no relationship was found between the better career development and the more employees’ working result; however, the career development has showed a negative relationship with the intention to leave.
(3) No relationship was found between the better communication effect and the more employees’ working result; however, communication effect has showed a negative relationship with the intention to leave.
(4) The results of this survey revealed that the degree of “equitable rewards” to the employees was scored as a little low level, the degree of both “career development” and “communication effect” were scored as very low level. In addition, the employees from being merged banks perceived a little more inequitable rewards than those from merging banks.
(5) Notwithstanding the ineguitable treatments from the bank after M & A, the employees still demonstrated very high level of working result. It might be because the employees have to pay more extra time and effort to their job in order to stabilize their income and secure their job under the pressure of new performance payment system and management by objectives system. However, banking employees are no longer paying much attention to career stability and faith to the served bank instead of having a higher level of intention to leave caused by the impacts of M & A.
This study suggests that banks should provide employees with motivations in the respect of good employees’ compensation and career development, and establish an impartial environment of reward and punishment system, in addition to strengthen communication effect, to enable employees to stay longer and contribute more to the bank.