| Summary: | 碩士 === 國立東華大學 === 管理學院高階經營管理碩士在職專班 === 100 === Under the circumstance when the government releases various restrictions on finance, as well as to aggressively promote the policies for financial freedom and internalization, to cause excessive competitions in the financial market in the recent years, and at the same time, to directly have impacts on the profiting ability of the banks. As a result, the branch managers will play the important role on the performance management, in order to increase bank management performance. For the case study banks in the paper, during the period between 2008 and 2010, 43 banks are done with efficiency value analysis via Data Envelopment Analysis (DEA). Firstly, using branch area size, year of establishment, and number of employees as input variables, plus the total deposit amount and sales revenues as output variables, to look for branches with efficiency frontier, and through the benchmark branches with efficiency frontier, to offer the reasons why the branches not achieved efficiency frontier are not efficient, as well as room for better improvement. Secondly, by using SPSS Nonparametric Tests, to make investigation on the effects of various variables and efficiency values from alterations on branch managers, and to offer them as reference on decision-making and adjustment of branch operations for the management managerial levels.
With the findings in the paper, to know that the alterations of branch managers from case study banks are not necessary to be helpful on the improvement of performance and the strategy is without significant result on performance improvements. In additions, from observation on branches with better efficiency values, for both number of employees as well as branch area size, the empirical results are shown that the management performance of large branches are better than those of small branches, moreover, from observations made on branches with better efficiency values, there is a significant effect on performance from the stability of personnel, also, other than to fulfill strategic implementations, the branch managers should have a definite direction on the career planning of the employees, ranging from educational trainings, working environment, salary structure, and promotional channels. Whereas for the human resource as well as the related sales units from the headquarter, they can make 360-degree interviews with employees, to understand if the branch managers fulfill the strategic implementations thoroughly, and it will be helpful on the performance improvement of branch management.
|
|---|
