A Study of The Influence of Organizational Culture Caused by Enterprise Mergers and Acquisitions Impacting on Job Satisfactionand Turnover Intention－Taking one Bank in Taipei as an example

• Main Authors: Huang, Hung-Hsin, 黃弘欣
• Other Authors: Huang,Kuo-Lunh
• Format: Others
• Language: zh-TW
• Published: 2004
• Online Access: http://ndltd.ncl.edu.tw/handle/25218181094914421145

碩士 === 淡江大學 === 管理科學研究所碩士班 === 94 === The purpose of this research was to investigate the influence of Organizational Culture on job satisfaction and tunover intension. Looking forward to providing a research reference for enterprise mergers and acquisitions. Specifically, the major purposes of this research were: 1.To discuss the relationship between organizational culture , job satisfaction,and tunover intension. 2. To discuss the opinions of employees of the merger company(F bank) and the merged company(T bank) on organizational culture, job satisfaction and tunover intension. 3. To discuss the influence of the difference of organizational culture between merger company(F bank) and the merged company(T bank) on job satisfaction and tunover intension. This reaserch takes TF bank as an example.The research sample are the employees of 27 TF bank in Taipei.A questionnaire was used as the research instrument.A total of 360 copies of the questionnaires were sent out to employees of TF bank in Taipei. Among them, 278 questionnaires retrieved, while 266 are valid. The valid rateof questionnaires was 73.88 %. The findings of the study include: 1.“ Innovative organizational culture” and “supportive organizational culture” have significant positive correlation with three sub-dimension of job satisfactions, but have significant negative correlation with employees’ urnover intension. Three sub-dimension of job satisfactions have significant negative correlation with employees’ turnover intension. 2.Before the merger and acquisition, there is a significant difference between the employees of the merger company(F bank) and the merged company(T bank) in two dimensions , company(T bank) in two dimensions , “innovative organizational culture” and “external job satisfaction”.On the other hand, After the merger and acquisition, two companys have no significant difference in each dimension. 3. There is a significant difference between the employees of the merger company before and after the merger and acquisition in “innovative organization culture”, “supportive organization culture”, “external job satisfaction”, “general job satisfaction” and “turnover intension”. While there is a significant difference between the employees of the merged company before and after the merger and acquisition in “innovative organization culture”, “supportive organization culture”, “internal job satisfaction” , “external job satisfaction” and “general job satisfaction” and “turnover intension”. 4. Before and after the company merger and acquisition, the higher the consistency of organization culture is, the much job satisfaction the employees feel.The higher the consistency of “bureaucratic organization culture” and “innovative organization culture” is, the lower the employees’ turnover intension is.