THE EFFECT OF STRESS, STRESS PATTERN, AND MANAGEMENT MECHANISM ON WELL-BEING AT WORK

• Main Authors: Shu-hui Ling, 凌書暉
• Other Authors: Yung-kuei Liang
• Format: Others
• Published: 2008
• Online Access: http://ndltd.ncl.edu.tw/handle/67045116025000138155

碩士 === 大同大學 === 事業經營學系(所) === 96 === Banks want to enhance business competitive advantages because of the volatility in the competitive banking environment. In addition to the government's advocacy and enactment in mergers, there is a trend of increasing numbers of financial mergers. Under the popularity of M&A activities, the poor performance of corporate management is reported frequently. Some studies stated that the key factor of the failure stays with people. The focus of this study is to explore conflict stress from the perspective of the employees on their well-beings and to find out which conflict management mechanism employees take is the most effective method to buffer the negative effects of relationship conflicts among employees and the other members in the organization after a merger or an acquisition. This study chooses the employees of Mega International Commercial Bank and The Bank of Taiwan as the research subjects and uses convenience sampling. There are fifty five questionnaires from Mega International Commercial Bank and eighty five questionnaires from The Bank of Taiwan. Furthermore, this study takes the Statistical Package for the Social Science (SPSS) version 14.0 to examine the hypotheses. The major findings are summarized as follows: (1) The stressor from organizational culture difference after a merger is positively related to the occurrence of relationship conflict. (2) The stressor from organization culture difference and uncertainty after a merger is positively associated with the employee's feelings of emotional exhaustion. (3) The stressor from organizational culture difference is positively related to employee's turnover intention. (4) The absenteeism resulted from relationship conflict can be buffered by adopting the conflict management style of avoiding. (5) Adopting the conflict management style of accommodating can cushion the absenteeism resulted from task conflict, but it will worsen the absenteeism resulted from relationship conflict. (6) Adopting the conflict management style of competing can retard the emotional exhaustion in relationship conflict, but it will worsen the emotional exhaustion in task conflict. In addition, adopting the conflict management style of competing can buffer the absenteeism resulted from task conflict, but it will worsen the absenteeism resulted from relationship conflict. (7) Adopting third-party help as from consultants will worsen the absenteeism resulted from task conflict.