The Relationships Among Unmet Expectation, Job Stress, Organizational Commitment and Job Performance of the Employees after Mergers and Acquisitions –A Case Study of Banking Industry

• Main Authors: Shu-fang Lai, 賴淑芳
• Other Authors: none
• Format: Others
• Language: zh-TW
• Published: 2008
• Online Access: http://ndltd.ncl.edu.tw/handle/27980305063326042313

碩士 === 朝陽科技大學 === 企業管理系碩士班 === 96 === Since the laws and regulations for Mergers and Acquisitions (M&A) were enacted on February 6th, 2002, M&A activities become increasingly active in Taiwan. For example, many financial institutions in Taiwan are moving into M&A in hope to achieve competitiveness and cost reductions through synergies in order to survive in such a highly globalized and competitive market. However, many studies show that M&A is likely to fail if a corporate does not have an appropriate channel to reduce employees’ pressure and resistance resulting in resigning, poor performance etc after the M&A. Hence, this study will mainly focus on the effects of employees’ met expectations, job stress, and organizational commitment to job performance after M&A in the banking industry. This research implements questionnaire method. The samples are completed cases of merged banks dated from September, 2004 to the end of 2007. The questionnaires were answered by employees from both merging and merged banks. There are 324 copies of effective questionnaires out of 462 copied being distributed. The data are tested using t-statistics, One-way ANOVA, Pearson correlation analysis and Regression analysis. The results show that: 1.There is a positive correlation between employees’ met expectations and job stress after the M&A. This means that the bigger the gap of employees’ expectations before and after the M&A, the stronger the job stress. 2.There is a negative correlation between employees’ met expectations and organizational commitment after the M&A. This shows that when employees’ expectations after the merger do not meet that before the merger substantially, they will have very low organizational commitment 3.There is a negative correlation between employees’ met expectations and job performance after the M&A. This denotes that employees’ job performance will be poor after the merger if their expectations fall short of the expectations set before the merger. 4.There is a negative correlation between employees’ job stress and organizational commitment after the M&A. This suggests that the higher the job stress employees undergo after the merger, the lower their organizational commitment. 5.There is a negative correlation between employees’ job stress and job performance after the M&A. This implies that as employees suffer a high level of job stress, they will have unsatisfactory job performance. 6.There is a positive correlation between employees’organizational commitment and job performance after the M&A. This indicates that employees’ will have a better job performance when they have a higher level of organizational commitment after the meger.