合併對銀行員工工作投入度之影響

Many studies concluded that higher employee engagement can lead to higher employee loyalty (i.e. higher retention), higher profitability, process efficiency, and higher client satisfaction. This paper uses a case to analyze the impact that mergers and acquisition (M&A) have on employee engagement.

The case managed to maintain high level of employee engagement despite uncertainty, changes and cultural differences caused by M&A. The five key findings are:
1) Five Stages of Loss explains the time required for employees to accept changes. If amalgamate date can be set after most employees have reached the acceptance stage, the employee engagement can be better maintained.
2) Employees can accept change faster if they are change receiver but slower if they are change deliver. More communication can help to achieve employees’ buy in.
3) “No Job Loss” commitment is useful to maintain safety and physiological needs. With it, the employees can better teamwork and adapt to changes. Without it, employees will fight for sparse positions and not focus on adapting to changes.
4) Theory Natural Selection means that un-fit employees will exit in the long term. On going fix of issues can reinstate employee engagement and avoid losing of high performing talent.
5) Acquirer should establish positive brand to gain employee trust.

1) Carr Richard, Elton Graham, Rovit Sam, and Vestring Till. (2004). Beating the odds: a blueprint for successful merger integration. European Business Journal, 16(4), 161-166.
2) Chen Heng-Yi. (2005). The study of differential relationships between human resource practices and organizational commitment: Private banking industry in Taiwan. University of the Incarnate Word, United States
3) Garrett Kellie Leigh. (2005). Enhancing engagement: Listening to employee voices. Royal Roads University (Canada), Canada.
4) Harris Louise Littler. (2006). The relationship of leaderships' communication to employee engagement and intent to stay. University of Minnesota, United States - Minnesota.
5) Herzberg Frederick. (1968). One More time: How do you motivate employees. John Wiley and Sons, New York.
6) Lewin K. (1958). Group decision and social change. Readings in Social Psychology, New York: Holt, Rinehart & Winston, 197-211.
7) Maslow Abraham. (1943). A Theory of Human Motivation. Psychological Review, 370-96.
8) Sperduto Vincent W. (2007). The impact of the appreciative inquiry summit process on employee engagement and organizational culture in a merger and acquisition. Benedictine University, United States - Illinois.
9) Stringer Chelle. (2007). The relationship between strategic alignment, meaningful work, and employee engagement. The University of New Mexico, United States - New Mexico.
10) Ross Elisabeth Kubler and Kessler Daivd. (2005). On Grief and Grieving: Finding the Meaning of Grief Through the Five Stages of Loss. Simon & Schuster, United States – New York
11) Wang Chin-Chih. (2006). Pay satisfaction, job satisfaction, organizational commitment, and turnover intention in Taiwan banking: Structural equation modeling.
12) Wagner Rodd and Harter James. (2006). 12: The Elements of Great Managing, Gallup Press.
13) Yeh Ching-Huang. (2004). 最佳雇主企業之人力資源管理個案 - F公司「員工高度投入」模式之探討與應用. 國立中央大學人力資源管理研究所碩士論文.