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研究生:黃惠鈴
研究生(外文):Huei-Ling Huang
論文名稱:併購後組織文化差異、人格特質與員工工作態度關係之實證研究-以C銀行為例
論文名稱(外文):The Empirical Research of Relationship in Organizational Cultural Difference after Merger, Personality Traits and Working attitude-Take C Bank as Example
指導教授:李弘暉李弘暉引用關係
學位類別:碩士
校院名稱:元智大學
系所名稱:管理研究所
學門:商業及管理學門
學類:企業管理學類
論文種類:學術論文
論文出版年:2008
畢業學年度:96
語文別:中文
論文頁數:107
中文關鍵詞:併購組織文化人格特質員工工作態度工作滿足組織承諾
外文關鍵詞:Mergers & AcquisitionsOrganizational CulturePersonality TraitsEmployees’ Working AttitudeJob SatisfactionOrganizational Commitment
相關次數:
  • 被引用被引用:6
  • 點閱點閱:475
  • 評分評分:
  • 下載下載:0
  • 收藏至我的研究室書目清單書目收藏:5
隨著加入WTO,台灣市場對外開放,面對國際金融競爭環境,金融機構的整併與擴大經營規模成為不可避免的趨勢,而我國政府為了提升國內金融機構的國際競爭力,亦持續不斷推動金融改革,鼓勵外資機構參與金融機構整併。惟根據國內外研究顯示,企業併購最終導致失敗大多是來自文化上的整合因難,進而造成併購後組織成員工作滿足低落、對組織忠誠度下降、優秀人才離職等與「人」相關的問題,對組織的生產力及績效造成很大的影響,因而引發出對併購後組織文化、員工人格特質與工作態度相關議題探討的動機。另一方面亦希望藉由本研究實證結果,提供管理階層適時掌握併購後雙方文化融合情況,並能善用併購之組織變革過程,重塑獨特良好且能適應環境變化之新文化。
本研究之研究目的有四:首先是探討個人特徵在組織文化、人格特質與員工工作態度各變項之差異情形;第二為探討併購後主併與被併公司在組織文化、人格特質及員工工作態度是否存在差異;第三為探討併購後組織文化與員工工作態度之間的關係及人格特質之干擾效果;最後則期望藉由本個案之實證研究,提供日後進行併購企業後續整合管理及後續研究者之參考。
本研究採問卷調查方式收集資料,並經由相關統計工具之應用,歸納研究結論,並對企業及後續研究者提出建議,主要之管理意涵有四:第一是組織文化會因組織為公營或民營類型而有些許差異;雖為同一產業併購,組織文化仍會因規模大小而存在差異。第二是併購後組織文化上的差異,會造成員工工作態度之差異,進而影響員工工作行為及與組織之互動。第三是內控取向的人格特質對員工工作態度有正面的提升效果,故組織於招募人才時,可將應徵者人格取向列入徵選考量因素。第四是併購整合策略除需重視財務、資訊等硬體面整合外,亦不容忽視組織文化之軟體面整合,並可利用併購之組織變革過程,重塑獨特良好且能適應環境變化、提升組織競爭力之文化。
With the entrance of the WTO, Taiwan market to foreign countries is gradually opening. It becomes an unavoidable trend to enlarge the management scale and merge the financial institutions when facing this competing international finance environment. And in order to elevate the financial institutions’ competing ability, our government keeps pushing the reformation of finance and encouraging foreign capital to merge the financial institutions together. But according to the research, the failure of enterprise merger result from the difficulty of culture merger, then causing unsatisfying workers, dropping loyalty, outstanding person’s drain --- all problems concerned to ‘’human’’, these have great effect on the productivity and achievement of organization and also give rise to the motivation to research the culture of organization after merger, staff personality traits and working attitude. On the other hand, the author also uses the empirical statistics to let management know both sides’ cultural fusion after merger in time and take advantage of the process of organization merging to build a new culture which can suit the changing environment well.
This research has four purposes: Firstly, to probe into different situations about the individual characteristic in organization culture, personality and working attitude; Secondly, to know whether there exists the difference in main merging company and being merged in organizational culture, personality traits and working attitude; to know the disturbed effect between organizational culture and working attitude. Finally, the author wants to provide the reference resources to following researchers and enterprise about the integrated management after merging by empirical research in this document.
This research gathered the materials by questionnaires and applied relevant statistical tools to generalize the conclusion; it also suggested following researchers and enterprises. The research has four meanings: Firstly, the organizational culture will have difference according to its type (publicly-owned or privately-owned) or although they are in same type but still have difference by scale. Secondly, different culture will also differentiate the working attitude after merger and affect the working behavior when interact with organization. Thirdly, the personality of inter-controlled oriented will have positive effect towards working attitude; according to this, the organization should take this into consideration when it wants to recruit new employees. Finally, besides to place importance on hardware in financial affairs and information, the tactic of integrating and merging can not ignore the software side. And it can also take advantage to the merging process in order to rebuild a new culture which can suit environmental variation and enhance the competing ability.
書名頁 i
論文口試委員審定書 ii
授權書 iii
中文摘要 iv
英文摘要 vi
誌謝 viii
目錄 ix
表目錄 xi
圖目錄 xiii

第一章緒論 1
第一節 研究背景 1
第二節 研究動機 2
第三節 研究目的 4
第四節 研究流程 5
第五節 論文結構 6

第二章 文獻探討 7
第一節 併購 7
第二節 組織文化 18
第三節 人格特質 29
第四節 員工工作態度 31
第五節 工作滿足 34
第六節 組織承諾 41
第七節 各構面之互動關係探討 48

第三章 研究方法 56
第一節 研究架構 56
第二節 研究變項之操作性定義 57
第三節 問卷設計與衡量 59
第四節 研究假設 65
第五節 資料分析方法 66

第四章 實證分析與結果 68
第一節 研究範圍與問卷回收 68
第二節 信度分析 68
第三節 敍述性統計分析 69
第四節 變異數分析與Scheffe多重比較檢定 72
第五節 獨立樣本t檢定 76
第六節 Pearson相關分析 80
第七節 迴歸與複迴歸分析 81
第八節 研究假設驗證結果 85

第五章 結論與建議 87
第一節 研究結論 87
第二節 管理意涵與建議 89
第三節 研究限制 92

參考文獻 93
中文文獻 93
英文文獻 97
附錄:研究問卷 103
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