如何激發員工興業精神 －以國內某公股民營銀行為例

Abstract

公股銀行因成立歷史悠久，故在許多企業金融業務及個人金融業務方面上，均保有核心競爭力，但自1980年後台灣採取金融自由化政策，逐步開放國內的金融市場、放寬外匯管制，並於1991年開放民營銀行牌照，此後民營銀行如雨後春筍般大幅增加，產業競爭激烈，公股銀行固有的優勢在民營銀行的強勢挑戰下，逐漸流失。公股銀行雖然在1998年以後大多已民營化，成為「公股民營銀行」，但體質上、制度上仍多保留公股時代的傳統，並未大幅轉變為民營機構之積極且強調差異性的升遷、獎酬制度；再加上「公股民營銀行」仍肩負著協助政府執行金融穩定及改革的政策任務，營運上不能全以自身的獲利為考量，因此，若要激發員工興業精神，扭轉局勢提升競爭力，「公股民營銀行」必須先正視經營模式所存在的問題，以便進一步尋找解決方案。 本論文認為組織改造是商業銀行為提升營運績效、增加競爭力會採行的積極策略，其最主要的目的是為了激發員工興業精神，而一套符合員工期待及針對員工需求而設計的人事薪獎制度，對於激發員工興業精神型塑積極的企業文化有其正面的效果。要設計出符合員工期待與需求的人事薪獎制度，其設計方向及應考量之原則如下： 一、針對員工需求去激發動能，才能有效地改變員工的工作心態，進而型塑積極的企業文化。 二、讓員工能體認到競爭有多劇烈，不改變就無法生存，就沒有未來；創造鯰魚效應(catfish effect)，讓員工有危機意識。 三、績效評核及升遷、獎酬制度是最有效的管理工具，也是引導員工的主力手段。 四、一套好的人事制度應善加規劃，必要時可隨時調整，動態管理，最重要的是必須確實執行、落實考核。 金融環境一直在改變，商業銀行若要生存且維持競爭力，一定要隨時因應、彈性調整。未來，低利率甚至是零利率的時代將成常態；2020年初發生之新冠疫情衝擊，勢必大幅影響人類的行為模式及交流型態，甚至徹底改變某些行業的商業行為，各國也將重新思考國際化的必要性及進展方向。如何透過掌握客戶需求，改變銀行的商業模式，進而思考轉型發展，將是本論文建議未來可進行的研究方向。

On the back of long historical standing, state-owned banks hold core competitiveness in most corporate and consumer banking scope. However, in 1980s, Taiwan adopted a strategy of financial deregulation, gradually opened up domestic financial market, and eased up foreign exchange controls. Furthermore, since private bank license application started in 1991, private banks sprouted up fast, leading to throat-cutting competition in the banking industry. Facing aggressive challenges from private banks, state-owned banks’ advantages have gradually disappeared. Privatization of state-owned banks started in 1998, and most state-owned banks became private banks but still controlled by the government. That’s so-called 「privatized state-owned banks」. However, these privatized state-owned banks remained fundamentally and systematically conservative as they were before privatization. Unlike private banks, they did not take aggressive stance in establishing promotion and reward systems. Furthermore, privatized state-owned banks still carry the responsibility of assisting government in financial stability and reforms, which does not allow them to be completely profit-oriented. For privatized state-owned banks to stimulate employee entrepreneurship, reverse the situation and improve competitiveness, they should first realize the real problem in their business model so as to find out solutions. In this thesis, we propose that organization restructuring is the positive act for a commercial bank to improve operational performance and competitiveness. It’s real purpose is to stimulate employee entrepreneurship. A well-designed promotion and reward system in line with employee expectations and needs can stimulate employee entrepreneurship and foster proactive corporate culture. To design such an aggressive system, the following approaches and principles should be taken into consideration:

1. In order to change employee mentality effectively and thus develop proactive corporate culture, employees should be motivated based on their needs. 2. Help employees comprehend the fierceness of competition, the importance of evolution and survival of the fittest; create “Catfish Effect” so that employees may remain alert. 3. Performance appraisal, promotion and reward system are not only the most effective management tools but also the mainstream approaches to guide employees. 4. An excellent personnel system should be well designed and can be adjusted at any time if necessary. Meanwhile, dynamic management and effective implementation of performance appraisal are the most important. Given that financial environment has been evolving constantly, in order to survive, a commercial bank must be flexible and can rapidly react to the demand of the market. In the future, low interest rates and even zero interest rate may be the norm. Moreover, as Coronavirus Disease 2019 (COVID-19) pandemic hit in early 2020, human behavior and communication patterns have been affected significantly to the extent that some business practices of certain industries have been changed drastically. Under this context, countries around the world need to reconsider the necessity and direction of globalization. Consequently, this thesis proposes that how to master customer needs and design new bank business models for future transformation and development could be the research focuses in the future study.