A Study of Effect on Employee Job Satisfaction by Organizational Culture Strength, Cross-Cultural Training and Risk Propensity in A Process of Bank Merger

• Main Authors: Su-Min Tsai, 蔡淑敏
• Other Authors: 洪英正
• Format: Others
• Language: zh-TW
• Published: 2008
• Online Access: http://ndltd.ncl.edu.tw/handle/95018166646478758405

碩士 === 淡江大學 === 企業管理學系碩士在職專班 === 96 === Since the domestic finance industry is affected by industries outward shifting and excessive financial premises, domestic banks compete more intensely with each other than ever. In October 2004, Government promoted the second financial revolution to enhance the core competence in finance industry, to save the domestic financial premises that struggled in Red Ocean with slight revenue and to enhance international competence. There have been many successful cases of banks consolidation guided by Government‘s positive promotion policies which encourages to merge and enhance competence. The consolidation of Taiwan Cooperative Bank and Farmers Bank of China is one of them. There has not been much discussion on factors of employees’ job satisfaction previously. This research is to understand and discuss the related effective factors by analyzing the mentioned case. According to documents, employees’ job satisfaction is related to organization cultural intensity, cross-cultural training and risk preference. And organization cultural intensity represents the degree of how culture affects employees. (Mao, Lian-Wun, 1997) The higher organization cultural intensity is, the more opinions, values, beliefs and organization members means. Li,Han-shiung (2000) thinks that cross-cultural training is to create the recognition of cultural difference and to develop the skills of cross-cultural adjustment, which is also the activities or training projects to minimize cultural impact and encourage cultural integration. Research of Kang, Shu-Mei (2007) explains that risk preference is people’s preference towards risks. According to the research, people who have higher risk preference are more willing to play a last card and not prone to move back. Davis (1989) explains that job satisfaction means how much employees like their job. If the job corresponds to their expectation, employees feel satisfied. This research takes the banks consolidation case of Taiwan Cooperative Bank as example, which corresponds to the second financial revolution promoted by Government. The banks consolidation case is that Taiwan Cooperative Bank merged with Farmers Bank of China in terms of absorption on May 1st 2006 and changed its name to Taiwan Cooperative Bank. Farmers Bank of China was absorbed by Taiwan Cooperative Bank. This research discusses that how organization cultural intensity, cultural adjustment training and risk preference before consolidation affects employees’ job satisfaction after consolidation. At the same time, it discusses the variety of each factor according to personal attribute of employees, which helps to conduct questionnaire survey by sampling. The result of 369 valid questionnaires after T-test, variance analysis and regression analysis is the following: 1.The job satisfaction of employees after consolidation is obviously various due to organization cultural intensity, cultural adjustment training and risk preference of employees (Before consolidation). This hypothesis exists on all major effects. 2.The relationship between job satisfaction of employees after consolidation and organization cultural intensity before consolidation varies with variables of employees’ population. 3.Organization cultural intensity, cultural adjustment training, risk preference of employees before consolidation and job satisfaction of employees after consolidation vary with different variables of employees’ population. This hypothesis exists.