An Analysis of the influence of the incentive programs on the organizational performance – A Case study of a large-scale bank

本研究旨在探討銀行消費金融業務績效獎勵制度中，升遷制度及獎金制度對於業務人員績效表現的影響，同時探討業務人員個人背景對於績效表現的差異性。研究方法以個案分析法，藉由個案銀行業務人員實際的業績資料分析，深入了解各項激勵制度的設計對於業務人員績效表現的影響，以及各類不同背景的人員在績效表現上的差異。本研究的主要發現如下： 1.藉由升遷制度的設計，可以有效激勵業務人員發揮更高的工作績效。 2.獎金制度的設計，對於業務人員績效表現的影響： (1)調降獎勵門檻，對於激勵業務人員績效提升的效果不佳；而縮減獎勵總額，獎金的激勵效果降低，業務人員的績效表現變差。 (2)利用定額目標獎勵的方式，讓業務人員容易感受到領取獎金的價值，激勵業績達成的效果明顯。 (3)獎金率調降，業務人員認為投入－產出比率與過去不相等產生失望，績效表現下滑；給付頻率較長的遞延性獎金，無法有效提升業務人員的業績產出。 (4)手續費收入獎金的設計，可以增加業務人員向客戶爭取洽收手續費的誘因，以爭取獎金。 3.不同個人背景在績效表現上的差異：(1)男性業務人員的平均業績達成高於女性業務人員，(2)年齡在26至30歲的業務人員業績達成表現較佳，(3)未婚業務人員業績表現優於已婚的業務人員，(4)學歷愈高在業績的表現上有愈好的趨勢，(5)無工作經驗及曾任職銀行的業務人員業績表現較佳，二度就業的業務人員則相對表現較差。The primary purpose of this study is to explore how the work performance of consumer banking sales is affected by promotion programs, bonus programs, personal background and work experiences. A case study approach is applied to study the work performance of salespersons in a large-scale bank. The empirical results of this study are stated as follows： 1.Promotion programs can motivate salespersons to create higher performance. 2.Details of the influence of bonus programs includes: (1) lowering the threshold of paying bonus can hardly motivate salespersons to improve outputs. Reducing the amount of incentive can deteriorate the capacity of a salesperson, (2) the fixed amount of bonus for certain target makes salespersons feel the value of incentive easily, so that they can reach a higher level of performance, (3) the decline in bonus rate can reduce the performance of salespersons because of unequal input-output ratio. On the other hand, deferred payments of bonus can not motivate salespersons to increase outputs. (4) Fee income bonus can boost incentives for salespersons to charge more fees for customers. 3.The salesperson’s performance can be affected by personal background: (1) performance of male salespersons is superior to that of female ones, (2) the 26 to 30 year old salespersons reach higher level of performance, (3) unmarried salespersons perform better than married ones, (4) salespersons with higher education degrees tent to deliver higher performance, (5) salespersons without work experiences and the ones who have served in other banks perform better. However, salesperson of re-employment perform relatively poor