| 摘要: | 中小企業透過併購來維持企業成長及永續經營是台灣經濟發展的主要議題。台灣國營金融企業在面對產業間的競爭壓力下，亦採取併購策略作為公司成長策略，然而，升遷管道與績效評估制度影響到人員的心理反應與工作情緒，併購後適當的升遷制度才能吸引最有能力的人才留任於國營事業，建立公正、客觀的升遷績效評估制度足以鼓勵國營事業人員努力服務的精神與人員士氣。因此，併購後人員升遷績效評估儼然成為當前提昇併購整合績效的關鍵決策。
本研究採用網路層級分析法(ANP)，以國營金融企業之高階主管為研究對象，進行專家問卷填寫與訪談，透過Super Decisions軟體進行研究數據分析，研究數據發現：關鍵評估構面為「工作面」、「才能面」，此外，以「效率、主動、實踐、負責、表達」為營金融事業在進行併購後，決定人員升遷與否的關鍵評估指標。
本研究希望能找出台灣國營金融企業併購後人員升遷績效評估關鍵指標，作為併購後人員升遷決策依據，期能對台灣國營金融事業經營成長有所幫助，並減少因人員配置不當所產生的負面效應。
Recently, the mergers and acquisitions of small and medium enterprises as an im-portant method for constant development have become a significant issue for Taiwan economy. The Taiwan state-operated financial enterprises, Under the pressure of business competitions, also use this policy to develop and complicate themselves, gain-ing the resources of energy, clients, technology, and management locations. However, the personnel conflicts and role ambiguity may be formed in the time of integrity and re-arrangement, possible to cause inside the employees the lack of confidence on his/her performance. In the process of mergers and acquisition, therefore, the evaluation of the efficient promotion for the personnel after the mergers and acquisitions stands as a key policy for the effects of the combinations of enterprises.
This research makes use of ANP, taking the samples from the high-ranked super-visors in the state-operated enterprises by interviewing and questionnaires. Through the analysis of Super Decisions software, the findings include the major index dimension as “business performance” and “potential.” In addition, “efficiency, activeness, practicing, responsibility, and expressiveness” serve as the key index for the promotion after the mergers and acquisitions.
By searching for the key index and the effective policies of promotion after merg-ers and acquisitions, this research contributes to the developments of Taiwan state-operated financial enterprises and thus to the decrease of negative results from in-efficient managements. |
