The Influence of Organizational Justice and Interpersonal Satisfaction on Organizational Commitment and Job Satisfaction－Using Samples of Employees in the Taiwan Shin Kong Commercial Bank after the Merger Process

• Main Authors: Shih-Chia Chang, 張世佳
• Other Authors: Ying-Cheng Hung
• Format: Others
• Language: zh-TW
• Published: 2010
• Online Access: http://ndltd.ncl.edu.tw/handle/53162147680400216484

碩士 === 淡江大學 === 企業管理學系碩士在職專班 === 98 === 　The trend of financial liberalization and internationalization in recent years has triggered off a tide of merger and acquisition (M&A) among financial institutions seeking to build an optimum corporate edge. However, in addition to the scale economy, the M&A has an impact on the employees of financial institutions. This research emphasizes at how do organizational justice and interpersonal satisfaction influence the employee''s organizational commitment and job satisfaction. By literature exploring and using empirical survey methods with the Taiwan Shin Kong Commerical Bank employees, we investigate factors that affect organizational commitment and job satisfaction, and various relationships among demographic variables, organizational commitment, job satisfaction and other variables. 　This study examines how organizational justice and interpersonal satisfaction influence employees’organizational commitment and job satification. Drawing on the extant literature and survey data collected from employees of the Taiwan Shin Kong Commercial Bank, this study looks at the cause-effect of organizational Justice and interpersonal satisfaction on o employees’organizational commitment and job satisfaction, and also search for the relationship between the demographic characteristics of the respondents with their organizational commitment and job satisfaction. Findings from the present study highlight the importance of enhancing employees’organizational commitment to and job satisfaction with the new institution after the implementation of an M&A, hence provide useful information for the improvement of managerial effectiveness in practice. 　The study utilizes a convenient sampling method for data collection. The final sample includes 481 valid samples. Using factor analysis and cluster analysis methods for data analysis, the respondents were divided into sub-groups by their self-reported organizational commitment and interpersonal satisfaction for group comparisons. Meanwhile, the sample was also divided into two types of sub-groups: the first types includes “high distributive justice” and “high reciprocation justice” in terms of respondents’ organizational commitment, and the second one includes “high trust and high friendship” and “high attribution” in terms of their interpersonal satisfaction. 　Based on the results of ANOVA (analysis and variance) and regression analysis, this study suggests several major findings as followed: 1.There are significant differences in employees'' organizational commitment with different organizational justice. 2.There are significant differences in employees'' job satisfaction with different organizational justice. 3.Organizational justice and interpersonal satisfaction of employees cause a significant impact on organizational commitment. 4.Organizational justice of employees cause a significant impact on organizational commitment. 5.Interpersonal satisfaction of employees cause a significant impact on organizational commitment. 6.Organizational justice and interpersonal satisfaction of employees cause a significant impact on job satisfaction. 7.Organizational justice of employees cause a significant impact on job satisfaction. 8.Interpersonal satisfaction of employees cause a significant impact on job satisfaction. 9.Part of employees’ demographic variables will have significant differences in the organizational justice, interpersonal satisfaction, organizational commitment and job satisfaction.