A Research on the Employees’ Perceptions of the Organizational Culture, Job Satisfaction, and Turnover Intension

• Main Authors: Pei-Rong Shen, 沈沛蓉
• Other Authors: Hsin-Fu Huang
• Format: Others
• Language: zh-TW
• Published: 2005
• Online Access: http://ndltd.ncl.edu.tw/handle/q68sc3

碩士 === 銘傳大學 === 管理研究所碩士在職專班 === 93 === In the recent year, Taiwan is under the circumstances of the global economic liberalization and internationalization, as the encouragement and the changing policy of the Ministry of Finance, most of the financial institutions move towards maximization and develop one after another , every large bank all step to a way of exactly combining actively. At the same time of process of merger, the characteristic of the bank staff’s human resource has different from the traditional bank industries. The bank industry has to provide customer omni-directional management, such as finance, insurance, securities, etc. which is already became a trend in the bank industry. The bank staff’s work is more diversified at this moment. They have to face the job market’s pressure and challenge appearing even more importantly. This research is based on the study of the banks. We will discuss one after another on the structure of the organizational culture type, job satisfaction, and turnover intension. Aim at understanding the bank after merger, leave and continue staff’s consciousness to culture of organizing after its merger, attempt to find out the organization culture most suitable for the bank at present, is in the hope of improving staff’s satisfaction. This research is processing on the investigation of the bank staffs of three financial holding companies, which sum up the analysis result as follows: 1. Compared with the merged bank staffs’, the satisfaction of the main-merger bank’s staffs are obviously lower no matter in promotion, wages welfare, job satisfaction, and the executive’s satisfaction degree level. 2. After merger, the organizational culture demonstrated of the bank is still to lean to the bureaucrat and supporting type culture. Also, the staffs are unsatisfied on the promotion most, but the satisfaction of the wages welfare is the most influential factor for the staff either to stay in the job or not. 3. In the innovative organization''s culture, the staff’s attitude of retaining the office is the highest, and bureaucrat type culture can motivate the job satisfaction of the staff. The following research combines the result on the prevous study, a proposal to the relevant administrator is as follows: 1. The research shows that the most influential factor for staff to remain the job or not is the satisfaction of the wages welfare. Therefore, the financial services industry should face the current environment and develop the well sell product function, and to build a new practical worker’s wages bonus system in order to compete with the environmental change. 2. The research shows that the job satisfaction of the college degree staff is relatively low. It should especially pay attention to offering the implement for this staff in order to strengthen their educational training. 3. The research shows that the job satisfaction for the middle level manager is the lowest, because the middle level manager continuously works under the pressure and work overtime day by day under the competing financial system environment. On the merger processing, the middle level manager’s right was also damaged due to the change of institutional framework. Therefore, as a merger processing, the structure reforms and personnel allocation become to an important subject. 4. The research shows that the elder bureaucrat''s culture consciousness is relatively high, and also not interesting on the working sense of achievement. Hence, the staff who work in the company for the long time but can’t be promoted is not satisfied with the company. For the staff not willing to leave, the company can help them to leave by giving a special retirement benefit in order to achieve the goal of organizing reforms 5. The research shows that to strengthen staff’s educational training and help the staff to take the specialized certificates, which let the staff growing up with organization together. 6. The research shows that the administrator should evaluate carefully before merger and let the staff understanding the efficiency of merger and the company’s future development by constantly communicating with the staff.