A Research of the Relationships Among Human Resource Strategy, Interaction Behavior and Employee Mental Reaction on Merger in Taiwan Financial Business–View on Merged Employees
| Autor: | Yen-Ju Tsai, 蔡豔如 |
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| Druh dokumentu: | 學位論文 ; thesis |
| Popis: | 92 In recent years, foreign companies are aggressively getting themselves ready for entering Taiwan financial market. With the unflattering situation where countless players are competing for limited resources, merger and acquisition is a quick and easy way to expand the scope of business boundary and to enhance company’s competitive edge. This research focuses on the relationships among human resource policies, interpersonal behaviors and mental responses of employees from the merged-side employees’ perspective. And this research tries to examine the most unpredictable factor, “people,” and to make some progress due the fact that there has been a lack of discussion on this important latent factor. The research methods adopted in this research include questionnaire survey and convenient sampling. After statistical analysis, the research findings and results are as follow: A. The comparison of human resource policies and the mental responses of the merged employees between pre-stage as well as post-stage of the merge: 1. It is a common thought of the merged employees that there are plenty of “training lessons,” “advocating and consultation” and “announcement for future vision” before merging. However, little is done for “the protection of employee salary and welfare” after the merge. This is considered to be a significant difference between pre-stage and post-stage of the merge. 2. The merged employees generally think the merger to be the winner no matter it is before or after the merge. However, these employees will have a higher sense of achievement after merging. B. The interpersonal behavior factors have significant influence on mental responses of the merged employees: 1. “Interpersonal relationship and the extent of acquaintance” factor has a significant influence on every mental responses of the merged employees. It’s more significant and can explain more in comparison with the other factor “power status and difference.” 2. “Power status and difference” factor has significant impacts only on the “feeling” and “expectation” variables of the merged employees. C. The influences of the merger company’s human resource policies to the mental responses of the merged employees: 1. Among merger’s human resource policies, the “change in management after merging” factor has the strongest influence on mental responses of the merged employees. In particular, it contributes to 40%~50% of the explained variance when compared with other variables such as “sense of achievement,” “feelings” and “expectation.” 2. Another factor, “promotion and evaluation,” has significant impact on “sense of fairness” and “feelings” factors. The research finding shows that most of the merged employees consider “promotion and evaluation” to be unfair and difficult to deal with. D. The interferences from interpersonal behavior factors to the merger company’s human resource policies and mental responses of the merged employees: 1. In the aspect of interpersonal behavior, the factor “interpersonal relationships and extent of acquaintance” has the most significant influence. Among which, human resource policy’s influence on “training”, “sense of fulfillment” and “expectation” are interfered, and the above-mentioned 3 variables have low correlations. Particularly, the factor has negative interference on “training”. 2. Another factor, “power status and difference,” also has signifacant interference. The influence that “job security” factor of human resource policy has on the mental responses of the merged employees is intervened by “power status and difference” factor. E. The difference in the mental responses of the merged employees toward the merger company’s human resource policies and interpersonal behaviors: 1. Female employees react more positively compared to the male employees; 2. Those aged employees are more likely to respond negatively during the merge; 3. Employees with college/university degree have the worst response than others; 4. Employees in married status tend to have worse response; 5. Mid-level managers or supervisors show strong negative response during the merge; 6. Employees with longer tenure in the merged company respond more negatively in interpersonal interactions as well as in mental response factors; 7. Employees in MIS position tend to respond more negatively than other positions in interpersonal interactions as well as in mental response factors; 8. Employees from different levels of management tend to evaluate differently toward the human resource policy; 9. The longer time after the merge, the worse response of the “promotion and evaluation” and “management position job security” factors. |
| Databáze: | Networked Digital Library of Theses & Dissertations |
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