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A Study on the Relationship of Perceived Organizational Support, Organizational Socialization, Job Satisfaction, and Organizational Commitment of Employees after Mergers and Acquisitions in Banking
Perceived organizational support
本研究以金融控股公司旗下銀行子公司合併後員工為研究對象，在提出一影響銀行子公司合併後員工組織承諾之整合模式，針對其知覺組織支持、組織社會化對工作滿足與組織承諾之影響進行研究，並運用t 檢定、變異數分析、迴歸分析、及LISREL 分析等方法來進行實證，並驗證本研究所提出之各項假設。
Accompanied by the enactment of the law of Financial Holding Companies and the law Governing Merger of Financial Institutions, government takes active role in encouraging mergers and acquistions among financial institutions. Goal of financial reformation has been set to cut the number of financial holding companies into half by year 2006. Financial institutions take a hike on this trend one by one to comply with government policy, achive economy of scale, lower operation costs, and increase market share, etc. As a consequence, competitions become fierce among the merged and aquiring party. Furtherresearch on issues surrounding M&A, thus, has become broad interests to researchers and practitioners. HR planning and adjustment inevitably hold the key leading to a successful M&A deal. Employees of the merged banking subsidiary of financial holding company have been selected to be the sample of this study. Using t-test, ANOVA, regression and LISREL to analysis and verify the relation of perceived organizational support, organizational socialization, job satisfaction, and organizational commitment in the research. It is alsoexpected that the “LISREL” could be further adopted to establish the cause and effect model. The findings of this study include: (1) As a whole, the configuration of the entire theoretical model in this research conforms to acceptable appropriateness test standard, which means the theoretical model of this research is supported. Therefore, these four concepts do influence with each other. (2) Perceived organizational support of employees after M&A has positive and direct influence on organizational socialization. (3) Perceived organizational support of employees after M&A has positive and direct influence on job satisfaction. (4) Perceived organizational support of employees after M&A has positive and direct influence on organizational commitment. (5) Job satisfaction of employees after M&A is the intervening variable between perceived organizational support and organizational commitment. (6) Organizational socialization of employees after M&A has positive and direct influence on job satisfaction. (7) Organizational socialization of employees after M&A has positive and direct influence on organizational commitment. (8) Job satisfaction of employees after M&A is the intervening variable between organizational socialization and organizational commitment. (9) Job satisfaction of employees after M&A has positive and direct influence on organizational commitment.
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