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研究生:何佳洛
研究生(外文):JIA-LUO HE
論文名稱:銀行經營高績效組織的關鍵成功因素–以個案銀行為例
論文名稱(外文):Key Factors to A High Performance Organization-Individual Bank Case Model
指導教授:葉穎蓉葉穎蓉引用關係
學位類別:碩士
校院名稱:國立臺灣科技大學
系所名稱:企業管理系
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:2010
畢業學年度:98
語文別:中文
論文頁數:59
中文關鍵詞:高績效組織高績效工作系統高績效團隊
外文關鍵詞:High Performance OrganizationHigh Performing TeamsHigh Performance Work SystemHPWS
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  歷經全球金融海嘯,各國政府、組織及個人都深刻感受到金融產業的重要性及影響力;然而國內金融產業面對國際金融自由化及兩岸經貿ECFA的衝擊,營運的競爭壓力日益升高;如何能在穩健的經營中還能保持獲利的成長,是銀行業必須共同面臨的困難挑戰。
分行通路化是一項重大的改變,通路適合以團隊的模式運作,但是分行的組織有內稽內控設計,反應遲慢不利於市場競爭。本研究試圖探討在「高績效工作系統」的組織架構下,運用「高績效團隊」的管理及領導模式,是否能建立符合「高績效組織」特徵的銀行分行單位。
  本研究採用質化訪談研究,深度訪談個案銀行分行經理人及分行員工,試圖歸納分行運用高績效團隊模式經營管理,對分行成為具備高績效組織特徵的影響過程,及分行運用高績效團隊模式經營管理對分行執行高績效工作系統的影響程度。研究結論歸納如下:
  一、影響分行績效成果的關鍵因素是主管對員工的組織能力、領導統御及策略規劃能力。
  二、分行員工對員工參與、資訊分享、教育訓練、績效–獎酬連結、團隊合作、內部晉升等人力資源措施都有相當的需求。
  三、1+1>2的高績效團隊是一連串的變革管理過程,最重要的是主管有思維有擔當的領導力表現。
  四、 高績效工作系統是組織策略發展及人力資源管理的“硬”實力,而高績效團隊的組織與運作是關鍵成功因素的“軟”實力,兩者配適發展造就持續的競爭優勢即高績效組織。
關鍵字:高績效組織、高績效工作系統、高績效團隊
  Undergoing world economic tsunami, governments, organizations and individuals all deeply felt the importance and influence of financial industry. However, domestic financial industry is facing increasingly tough competitors, due to international financial liberalization as well as the signing of ECFA between Taiwan and China. How to survive this crisis while creating profit becomes a very difficult challenge for all financial industries in Taiwan.
  Bank branch distribution is an important change. Supply-Chain Management usually operates as a team, but branch organizations operates under close internal audit and control. The process is inefficient and not competitive. This report tracks the performance of a High Performance Organization bank branch that operates under a High Performance Work System, with High Performing Teams’ Management and leadership.
  This study is conducted through a series of interviews. By interviewing the management team and branch employees, this study organizes the process of a branch becoming a High Performance Organization through High Performing Teams management, as well as the performance of High Performance Work System, HPWS in the branch. The result of the study as follow:
1.The key factor that influences the performance is management’s ability; including organization skill, leadership skill and strategic planning.

2. Branch employees’ needs from Human Resources includes; employee participation, information-sharing, extensive training & development, performance-based pay, team work, and promotion from within.

3. The High Performing Teams operates under the philosophy of “1+1>2” will go through a series of transformation in management. Most importantly, management needs to step up, take charge and show leadership qualities.

4. High Performance Work System, HPWS creates the “tangible” company asset in strategic planning and human resource, and High Performing Teams’ organization and operation are the key factors, also called the “abstract “company asset, to company’s success. Only by developing both assets by parallel, the company can continue to have the competitive edge as a High Performance Organization.

Key words:High Performance Organization, High Performing Teams, High Performance Work System(HPWS)
目 錄
摘要.......................................................Ⅰ
ABSTRACT...................................................Ⅱ
誌謝.......................................................Ⅳ
目錄.......................................................Ⅴ
圖/表目錄..................................................Ⅵ
第1章 緒論................................................ 1
1.1 研究背景與動機...................................... 1
1.2 研究目的............................................ 4
1.3 研究流程............................................ 4
第2章 文獻探討............................................ 6
2.1 高績效組織.......................................... 6
2.2 高績效工作系統...................................... 8
2.3 高績效團隊..........................................10
第3章 研究方法............................................14
3.1 研究問題............................................14
3.2 研究對象............................................15
3.5 研究限制............................................18
第4章 訪談內容分析........................................19
4.1 影響分行績效成果的關鍵因素..........................19
4.2 分行員工對銀行發展高績效工作系統的認知..............28
4.3 從高績效團隊的特性探索分行業務推展的運作模式........33
4.4 分行經營高績效組織的特徵............................39
第5章 結論與建議..........................................42
5.1 研究結論............................................42
5.2 研究建議............................................45
5.3 未來研究建議 .......................................46
參考文獻...................................................47
附錄、訪談大綱.............................................51




圖/表目錄

圖1-3-1 研究流程圖表....................................... 5
表 1 1-1 國內金融機構家數及人數............................. 2
表 1 2-2 國內金融機構稅前損益表............................. 2
表 3 3-1 訪談對象之相關背景.................................16
表 3 4-2 訪談對象之個人資料.................................17
參考文獻
一、中文部份
李婷立(2005),“高績效工作系統與組織公民行為之關係–以信任、組織承諾、責任感為中介變數”,國立成功大學國際企業研究所碩士論文。
高薰芳、林盈助、王向葵譯(2001),質化研究設計:一種互動取向的方法(Joseph A. Maxwell, 1996),初版,台北:心理出版社。

黃欣瑜(2009),“高績效工作系統與組織績效關聯性之探討”,國立中央大學人力資源管理研究所碩士論文。
黃石發(2003),“人格特質、高績效工作系統與工作滿意度及工作適應性間關係之研究–以研發人員為例”,國立成功大學管理學院高階管理碩士在職專班碩士論文。
馮逸藍(2008),“人力資源系統對服務人員組織承諾與角色績效之影響–以金融業為例”,國立中山大學人力資源管理研究所碩士在職專班碩士論文。
張文隆(2006),當責,台北:中國生產力中心。

楊惠如(2005),“高績效工作系統與員工績效、單位績效間關係之研究”,國立成功大學國際企業研究所碩士論文。
蔡卓芬、李靜瑶、吳亞穎譯(2007),願景領導:Leading at Higher Level(Ken Blanchard, Ken Blanchard Companies, 2006),初版,台北:培生教育出版社。

羅耀宗譯(1992),一分鐘最佳團隊:The One Minute Manager Builds High Performing Teams (Ken Blanchard, Donald K. Carew , Eunice Parisi- Carew),初版,台北:聯經出版社。

羅耀宗譯(2007),團隊力:高紀律打造高績效The Discipline of Teams (Jon R. Katzenbach, Douglas K. Smith),HBR全球繁體中文版。


行政院金融監督管理委員會 http://www.banking.gov.tw




二、英文部份
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