The Impact of Organization Reform on the Bank''s Performance: A Comparison of Hua Nan Commercial Bank and State-owned Commercial Banks in Taiwan.

自1980年代後期台灣陸續開放金融市場自由化與國際化，使得金融業的競爭白熱化。在此競爭白熱化的金融環境，各家銀行皆在進行局部性或全面性的組織改造，以適應高度競爭的金融環境。而本研究之個案銀行華南銀行即同時進行組織結構、職權關係及薪酬制度變革之全面性的組織改造。本研究之目的即針對華南銀行實施組織改造前後經營績效的變化與另七家公股銀行分析比較，以評估是否實施組織改造經營績效即會轉佳。 本研究蒐集華南銀行及另七家公股銀行2001年至2012年組織改造前後的各項經營數據，藉由因素分析之主成份分析法萃取出五個共同因素，並將因素權重百分比化，再將萃取出的變數百分位化排序求算出樣本銀行經營績效總分，加以分析比較。 分析結果顯示，單獨以華南銀行來看，華南銀行組織改造後的經營績效優於組織改造前。但再與另七家公股銀行同期間比較，各家公股銀行於同期間顯示之結果亦與華南銀行結果相同，即各公股銀行於華南銀行改造時點後的經營績效皆優於改造前的經營績效，此乃是因組織改造後之期間整體經濟經營環境轉佳所致，而華南銀行的經營績效並未明顯提昇。Since the late 1980s, Taiwan has been opening up to the financial market liberalization and internationalization; the competitions in the financial sector have also been dramatically intensified ever since. In this heated competitive financial sector, every bank is undergoing partial or full reorganization to cope with this highly competitive financial environment. Hua Nan Bank, the subject of the study, has been conducting simultaneously the full scale reorganizations in organization, job-authority relationship, and compensational system. The purpose of the study is to focus on the performance variations before and after the reorganization of the Hua Nan Bank and compare it to the other seven state-owned banks to evaluate whether or not the business performance can be enhanced through reorganization. The study collected operational data of Hua Nan Bank and seven other State-owned banks before and after the reorganization in the period of 2001 to 2012; five common factors were extracted with the principal component analysis of factor analysis. The factors were weighted and converted into percentages, and then the percentages of the extracted variables were sorted to solve for the sample bank’s total score for business performance before further comparison and analysis. The analysis results had shown that when looking independently at the Hua Nan Bank, the Hua Nan Bank’s performance was improved after its reorganization. Then compared with the other seven State-owned banks’ performances in the same period, all State-owned banks shared the same results with the Hua Nan Bank; the finding demonstrated that the performance of State-owned banks also showed improvement after the period of Hua Nan Bank’s reorganization, a result of overall economic environment improvement after the reorganization. However, the Hua Nan Bank had yet to show significant business performance improvements.第一章 緒論..........................1 第一節 研究動機與目的................1 第二節 研究架構與流程................3 第三節 華南銀行簡介...................5 第四節 華南銀行組織改造規劃方向與架構.6 第二章 文獻回顧.....................10 第一節 組織變革之相關研究............10 第二節 金融機構經營績效..............12 第三節 評估金融機構績效的方法........13 第四節 文獻小結......................20 第三章 研究設計......................21 第一節 研究對象及資料來源............21 第二節 研究方法......................21 第四章 實證結果與分析................28 第一節 敘述統計資料彙整分析..........28 第二節 主成份分析法 ..................31 第五章 結論與建議....................39 第一節 研究結論......................39 第二節 建議.........................40 參考文獻.............................42 圖1-1研究流程圖...............................04 圖1-2華南銀行組織改造前之組織系統圖...........06 圖1-3華南銀行組織改造後之組織系統圖...........07 表4-1樣本銀行財務變數之相關敘述統圖...........29 表4-1-1華南銀行研究期間財務變數之敘述統計.....30 表4-2 KMO與Bartlett檢定表.....................31 表4-3 解說總變異量............................32 表4-4因素負荷量及權數表.......................33 表4-5華南銀行與第一銀行、彰化銀行組織改造 前後各類因素分數表.......................35 表4-6-1華南銀行組織改造前與台灣銀行、土 地銀行、合作金庫及台灣中小企業銀 行同期間(2001年~2005年)各類因素分數....36 表4-6-2華南銀行組織改造後與台灣銀行、土地 銀行、合作金庫及台灣中小企業銀行同 期間(2006年~2012年)各類因素分數表......37 表4-7 八家公股銀行年度因素分數表..............3