臺灣博碩士論文加值系統

合併對銀行員工工作投入度之影響

Many studies concluded that higher employee engagement can lead to higher employee loyalty (i.e. higher retention), higher profitability, process efficiency, and higher client satisfaction. This paper uses a case to analyze the impact that mergers and acquisition (M&A) have on employee engagement.

The case managed to maintain high level of employee engagement despite uncertainty, changes and cultural differences caused by M&A. The five key findings are:
1) Five Stages of Loss explains the time required for employees to accept changes. If amalgamate date can be set after most employees have reached the acceptance stage, the employee engagement can be better maintained.
2) Employees can accept change faster if they are change receiver but slower if they are change deliver. More communication can help to achieve employees’ buy in.
3) “No Job Loss” commitment is useful to maintain safety and physiological needs. With it, the employees can better teamwork and adapt to changes. Without it, employees will fight for sparse positions and not focus on adapting to changes.
4) Theory Natural Selection means that un-fit employees will exit in the long term. On going fix of issues can reinstate employee engagement and avoid losing of high performing talent.
5) Acquirer should establish positive brand to gain employee trust.

1. INTRODUCTION 1
1.1 RESEARCH MOTIVATION AND OBJECTIVE 2
2. LITERATURE REVIEW 6
2.1 MASLOW’S HIERARCHY OF NEEDS 6
2.2 FACTORS THAT CAN HAVE IMPACT ON EMPLOYEE ENGAGEMENT 7
2.3 CHANGE MANAGEMENT 10
2.4 RETENTION MANAGEMENT 11
2.5 MOTIVATION – HYGIENE THEORY 12
3. RESEARCH METHODOLOGY 14
4. CASE OVERVIEW 17
4.1 THE UK BANK 17
4.2 UK BANK’S ACQUISITION OF ABC BANK 18
4.3 UK BANK’S M&A STRATEGIC THINKING 22
4.4 BANK’S APPLICATION OF EMPLOYEE ENGAGEMENT SURVEY 23
5 RESEARCH RESULTS 27
5.1 EVIDENCE OF FIVE STAGES OF LOSS 27
5.2 FIVE STAGES OF LOSS VS FACTUAL QUESTIONS 31
5.3 “NO JOB LOSS” MAINTAINS “PHYSIOLOGICAL AND SAFETY” NEEDS 35
5.4 DOES BRAND MATTER? 38
5.5 NATURAL SELECTION AT THE WORKFORCE 44
5.7 SUMMARY OF RESULTS 49
6 UK BANK’S PRACTICE TO MAINTAIN EMPLOYEE ENGAGEMENT 51
6.1 COMMITMENT ON EMPLOYEES 51
6.2 CULTURAL INTEGRATION INITIATIVES 51
6.3 ALIGNMENT OF ORGANIZATION STRUCTURE DESIGN 52
6.4 EMPLOYEE DEVELOPMENT AND TRAINING PROGRAM 53
6.5 ALIGNMENT OF COMPENSATION AND BENEFITS 54
7 CONCLUSIONS AND RECOMMENDATIONS 56
7.1 LIMITATION AND FUTURE RESEARCH 59
APPENDIX 1 61
APPENDIX 2 62
APPENDIX 3 63
REFERENCES 64

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