A Study of Employee Assistance Strategy of CEO Change in Financial Services

• Main Authors: Yi-Chun Shao, 邵宜君
• Other Authors: Yi-Hwan Shyr
• Format: Others
• Language: zh-TW
• Published: 2002
• Online Access: http://ndltd.ncl.edu.tw/handle/26519281018314208445

碩士 === 朝陽科技大學 === 企業管理系碩士在職專班 === 90 === ABSTRACT The global financial environment has been experiencing rapid changes and increasing competitions in the recent years. In order to reach the goal of becoming the financial center in Asia Pacific and promote the domestic financial industry to compete against international corporations after joining WTO, Taiwan government has been aggressively liberalizing the financial regulations and allowing new businesses. The domestic financial industry is entering a much more competitive era following these liberalizing steps. Since the financial industry experiences rapid changes in a global scale, internal structural reforms, which include corporate mergers, privatization and corporate CEO changes, are vital to the survival and competitiveness of large corporations. Corporate CEO change is the most common and apparent step in the structural reforms. The key aspect in the corporate CEO changes lies in the positive and negative effects on the entire organization. When these changes do occur, they often cause uncertainties and insecurities to the employees, which may result in seriously lowered productivity and performances. However, corporations often concentrate on the reforms’ positive effects, and ignore the other aspects of CEO changes. The main goal of this research targets the key ingredient to successfully undergo structural reforms, supported by discussion on the proper employees assistance and controlled negative aspects when corporations face hardships mentioned above. The census is taken from employees, who have had experienced corporate CEO changes, in the domestic securities, mutual fund and insurance companies. A total of 518 questionaires were issued to 25 branches throughout Taiwan, and 300,or 57.9%, are valid returns. It is discovered through the results of descriptive statistics, Pearson’s related analysis and ANOVA that : In terms of leadership style, the Consideration construct has negative impact with employee morale and organizational commitment. On the other hand, Initiating has positive relationship with corporate commitment’s effort commitment. The results indicate that the leadership style in the financial service industry should lean toward a more communicative and attentive style, which contributes to the strengthening employees’ loyalty to the corporations. Furthermore, employee moral’s work willingness has positive relationship with organizational commitment’s value commitment. And employee moral’s organizational loyalty and organizational commitment’s value commitment and retention commitment all result with positive relationship. Such results suggest that the higher the employee morale is, the more acceptable he or she is to the corporate values and goals and more desired to become a part of the organization. In other words, employee morale and corporate promises are clearly positively related. Through the demographic variable the comparison with leadership style, employee morale and organization commitment has obviously effected with age, education level, employed location, employed years, position, work functions, corporate sectors, the moment of CEO change and the source of the successors. On the other hand, sex and marital status show no clear effects. Key words：CEO Change、Leadership Style、Employee Morale、 Organizational Commitment、 Employee Assistance Programs