Career Development of Management Associates in Banking Sectors in Taiwan

Abstract

Management associate programs (MA programs) are programs used by organizations to development the managerial competence of management associates (MAs). By 2005, MA programs were widely implemented by most of banks in Taiwan to groom their future leaders. However, a survey conducted by Cooperate Leadership Council (2011), indicated that 25 % of high potentials want to depart their organization and 64% of high potentials are truly unhappy with their development activities. As a result, the study explored factors affecting career choices of MAs and portrayed the effect of MA programs on personal and future development of MAs. Finally, the research addressed difficulties MAs encountered and their coping strategies to adapt to the work environment. The study was adopted the qualitative approach. A semi-structured interview was designed for 12 participants from international, domestic, governmental banks in Taiwan. The major findings were shown below. The process of MAs’ choosing careers was complicated, involving intrinsic, extrinsic and interpersonal factors. Through MA programs, MAs obtained professional knowledge about organization and financial industry and built interpersonal network within and without organizations. In addition, they learned many soft skills through training, such as interpersonal skills. Overall, MA programs benefits their future development because they were considered outstanding and have broader perspectives. However, joining MA programs also confined future development of MAs. Since MAs had more working and learning opportunities, they encountered many difficulties, including heavy stress, overload, long working hours, and interpersonal relationship with colleagues and supervisors. In order to overcome these challenges, MAs had several coping strategies, including having good attitude, being actively and building good relationship with other employees.

Management associate programs (MA programs) are programs used by organizations to development the managerial competence of management associates (MAs). By 2005, MA programs were widely implemented by most of banks in Taiwan to groom their future leaders. However, a survey conducted by Cooperate Leadership Council (2011), indicated that 25 % of high potentials want to depart their organization and 64% of high potentials are truly unhappy with their development activities. As a result, the study explored factors affecting career choices of MAs and portrayed the effect of MA programs on personal and future development of MAs. Finally, the research addressed difficulties MAs encountered and their coping strategies to adapt to the work environment. The study was adopted the qualitative approach. A semi-structured interview was designed for 12 participants from international, domestic, governmental banks in Taiwan. The major findings were shown below. The process of MAs’ choosing careers was complicated, involving intrinsic, extrinsic and interpersonal factors. Through MA programs, MAs obtained professional knowledge about organization and financial industry and built interpersonal network within and without organizations. In addition, they learned many soft skills through training, such as interpersonal skills. Overall, MA programs benefits their future development because they were considered outstanding and have broader perspectives. However, joining MA programs also confined future development of MAs. Since MAs had more working and learning opportunities, they encountered many difficulties, including heavy stress, overload, long working hours, and interpersonal relationship with colleagues and supervisors. In order to overcome these challenges, MAs had several coping strategies, including having good attitude, being actively and building good relationship with other employees.