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    Please use this identifier to cite or link to this item: http://nccur.lib.nccu.edu.tw/handle/140.119/31371


    Title: 合併對銀行員工工作投入度之影響 – 以A銀行為例
    The Impact of M&A on Banking Employee Engagement - A Case Study of a Bank in Taiwan
    Authors: 阮筱雯
    Luan,Vick
    Contributors: 沈中華
    Shen, Chung Hua
    阮筱雯
    Luan,Vick
    Keywords: 合併
    Date: 2008
    Issue Date: 2009-09-14 09:52:42 (UTC+8)
    Abstract: 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
    Reference: 1) Carr Richard, Elton Graham, Rovit Sam, and Vestring Till. (2004). Beating the odds: a blueprint for successful merger integration. European Business Journal, 16(4), 161-166.
    2) Chen Heng-Yi. (2005). The study of differential relationships between human resource practices and organizational commitment: Private banking industry in Taiwan. University of the Incarnate Word, United States
    3) Garrett Kellie Leigh. (2005). Enhancing engagement: Listening to employee voices. Royal Roads University (Canada), Canada.
    4) Harris Louise Littler. (2006). The relationship of leaderships' communication to employee engagement and intent to stay. University of Minnesota, United States - Minnesota.
    5) Herzberg Frederick. (1968). One More time: How do you motivate employees. John Wiley and Sons, New York.
    6) Lewin K. (1958). Group decision and social change. Readings in Social Psychology, New York: Holt, Rinehart & Winston, 197-211.
    7) Maslow Abraham. (1943). A Theory of Human Motivation. Psychological Review, 370-96.
    8) Sperduto Vincent W. (2007). The impact of the appreciative inquiry summit process on employee engagement and organizational culture in a merger and acquisition. Benedictine University, United States - Illinois.
    9) Stringer Chelle. (2007). The relationship between strategic alignment, meaningful work, and employee engagement. The University of New Mexico, United States - New Mexico.
    10) Ross Elisabeth Kubler and Kessler Daivd. (2005). On Grief and Grieving: Finding the Meaning of Grief Through the Five Stages of Loss. Simon & Schuster, United States – New York
    11) Wang Chin-Chih. (2006). Pay satisfaction, job satisfaction, organizational commitment, and turnover intention in Taiwan banking: Structural equation modeling.
    12) Wagner Rodd and Harter James. (2006). 12: The Elements of Great Managing, Gallup Press.
    13) Yeh Ching-Huang. (2004). 最佳雇主企業之人力資源管理個案 - F公司「員工高度投入」模式之探討與應用. 國立中央大學人力資源管理研究所碩士論文.
    Description: 碩士
    國立政治大學
    國際經營管理碩士班(IMBA)
    919330192
    97
    Source URI: http://thesis.lib.nccu.edu.tw/record/#G0919330192
    Data Type: thesis
    Appears in Collections:[國際經營管理英語碩士學程IMBA] 學位論文

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