| Summary: | 碩士 === 國立臺北商業技術學院 === 商學研究所 === 96 === The banking industry plays a channeling role in adjusting funds supplies and demands for economic activities. It is indispensable in economic development. In early times Taiwan’s banking industry provided a steady operating environment, making Taiwanese bankers were largely lack of innovative ideas. But after new banks were allowed to this industry, bankers can only adopt price competition as a major means to drawing clients, because a massive amount of new entrants provide almost homogeneous financial products. In contrast to domestic banks, Taiwan’s foreign banks are both innovative and resilient, thereby enabling them to enhance lending qualities and revenues. This evidences that banking performance does not lie in sizes of scale, but in the extent of innovation.
An enterprise is composed of people, so innovation must rely on people. Human resources are therefore the most critical asset to the enterprise. As the influence of globalization continues to expands, all organizations including banks are faced with ever-increasing uncertainty. To achieve organizational objectives, an enterprise therefore must be far more dependent on its employees to perform some extra roles. This highlights the importance to the enterprise of its employees’ automatically motivated behavior, which is known as the topic of Organizational Citizenship Behavior.
Some studies in the literature say, employees’ work satisfaction and organizational commitment are two independent variables that affect organizational civil behavior. Yet there are rare studies on the interrelations of the three variables. For this sake, the present study is aimed at empirically examining the question of how work satisfaction, organizational commitment and organizational civil behavior are interrelated. This study is based on a greater-Taipei area sample of 761 employees of domestic banks. Its empirical findings are summarized as follows: (1) The factor of employees’ job satisfaction only partially has a positive impact on organizational citizenship behavior, while employees’ external satisfaction has insignificant effects on the altruistic part of organizational behavior and sportsmanship; (2) Employees’ job satisfaction has a significant, positive impact on organizational commitment; (3) As to the factor of employees’ organizational commitment, it only partially has a positive impact on organization civil behavior, with the sub-factor “retention commitment” exerting insignificant effects on altruism and civic virtue. From results of the study, it is suggested that bankers should act to do the following: 1. Establishing a fair system of employees’ performance assessment and wages rewarding; 2. Deepening employees on-job training; 3. Selecting new employees who share the same values with the bank.
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