摘要
　　早期台灣的金融業是由銀行、證券、保險三足鼎立分工清楚，各自有其客群並不相衝突，但現今；經過多年發展之後金融市場相當成熟，市場上各種金融產品琳琅滿目而且彼此之間的關聯性質高，依照產品來分類的企業架構早已無法有效提升企業的經營效率，於是金融業開始出現變革，無論是以銀行或證券、保險為主要業務的相關金融業者都希望藉由整合資源來擴展企業的經營規模，而藉由整合後金融業者演變成為現今的金控模式。

　　然而，在金控的制度下必然會出現企業文化的重大改變，這種改變衝擊在業務導向的證券業來看其影響程度不容小覷，舉例來說，傳統證券營業員推銷的商品以股票為主，對於投資人服務相當重視專業的分析與業務推展的互動，每天除了需要挑戰強大的業績壓力之外還需要面對投資人可能出現投資虧損的壓力，因此扣除高額的獎金誘因之外，證券營業員本身也必須具備對其工作的熱誠及喜愛，然而在金控制度之下，講求的是全方位財富管理、顧客資源共享、產品共同行銷，重視的是整體金控的協銷成果，追求的目標不僅要讓顧客滿意，最重要是能夠提高顧客忠誠度，畢竟忠誠的投資人才是公司長期獲利的來源與保證。使其不只一次而能持續不斷地購買公司的產品或服務，才能建立公司與投資人之間的長期關係。

　　但對證券營業員而言，銷售產品越多元化代表著需要更多時間學習不熟悉的產品(費時)，競爭激烈的環境之下服務品質提升並不代表收入的增加，相反的市場上殺價競爭的情形卻一再發生(薄利)，且為提升金控經營的效率企業中如IT、人資、績效分析等等部門的設立是不可或缺，相對會對企業增加許多的經營成本，而原來企業中具獎勵性的績效獎金或福利也就會向下調降(低獎勵)，由上述來看全方位營業員的口號對第一線的基層營業員來說似乎是宣示大於實質的意義。而分公司的經理人該如何面對營業員出現的負面情緒及消極反抗所造成分公司的營運績效下降，該如何在公司經營及營業員的要求中取得平衡，又該如何找出有效激勵業務員工的管理方式。

Abstract
Taiwan's financial sector was earlier divided clearly into three sections, namely, banking, securities and insurance, each of which has its own targeted customers without conflict among themselves. Nowadays, however, the financial market has reached certain maturity over years of constant development as dazzling variety of financial products are highly correlated and closely intertwined. Corporate structure based on product classification has long been unable to effectively enhance the operational efficiency of enterprises, out of which financial reform emerges. Financiers, whether their main business involves banking, securities or insurance, are looking to expanding their territory by integrating resources, which evolves into the current financial holding pattern.

Hand in hand with financial holding system comes significant change in corporate culture, the impact of which is not inconsiderable for securities. For instance, what traditional securities traders sell is mostly stocks, and for investors great importance is attached to professional analyses and business development interactions. In addition to daily challenges from strong performance pressure, securities traders also have to deal with pressure from investors' potential investment losses. So besides luring bonus incentives they must have devotion and passion for their profession. But within the financial holding system, the focus is comprehensive wealth management, customer resource sharing and joint product marketing; what matters is the overall outcome of financial holding; the goal is not only to make customer satisfied, but more importantly is to improve customer loyalty, because after all it is loyal investors that are the source and guarantee of company's long-term profitability. Constant purchase of the company's products or services is the key to building long-term relationship between the company and investors.

However, for securities salespersons, growing diversification of products means more time to learn about unfamiliar products (time-consuming). In the competitive environment, improved service quality does not necessarily equal income increase; on the contrary undercutting is anything but new (small profit margins). And in order to enhance the efficiency of financial holding the establishment of departments such as IT, human resources, performance analysis, is essential, which inevitably will increase operating costs with cut-down on performance-based bonus as well as welfare (low reward). It is thus suggested that the slogan of all-round salesperson is more boastful than practical for primary salespersons on the front line. But how should branch managers how to deal with decline in operation performance caused by salespersons' negative emotions and passive resistance? How can they strike a balance between company operation and requirements for salespersons? How do they find effective management methods to motivate their employees?

目次
第一章 緒論................................................................................................................1
第一節 研究背景與動機....................................................................................1
第二節 研究目的................................................................................................2
第二章 文獻探討........................................................................................................3
第一節 證券合併的起源....................................................................................3
第二節 合併後人力資源管理............................................................................4
第三節 組織變革................................................................................................12
第四節 衝突管理..............................................................................................17
第三章 研究方法......................................................................................................27
第一節 研究方法..............................................................................................27
第二節 研究架構與流程....................................................................................29
第三節 元大復華合併背景與過程....................................................................30
第四節 合併個案公司簡介..............................................................................32
第四章 問題發現........................................................................................................44
第一節【資深員工】所遇到的問題..................................................................46
第二節【中階員工】所遇到的問題..................................................................51
第三節【資淺員工】所遇到的問題..................................................................57
第五章 界定問題：經理人的應變措施或回應處理................................................60
第一節 針對【資深員工】之應變措施或回應處理........................................61
第二節 針對【中階員工】之應變措施或回應處理........................................64
第三節 針對【資淺員工】之應變措施或回應處理........................................69
第六章 問題發展策略與實施方法............................................................................72
第一節 針對【資深員工】之領導策略或實施方式........................................72
第二節 針對【中階員工】之領導策略或實施方式........................................73
第三節 針對【資淺員工】之領導策略或實施方式........................................75
第七章 結論................................................................................................................77
第一節 研究結論與實務建議....................................................................................77
第二節 研究貢獻................................................................................................79
第三節 研究限制與後續研究建議....................................................................79
參考文獻......................................................................................................................80
VII
表目錄
表2-1：合併的人力資源管理作業內容.....................................................................6
表2-2：合併後人力資源管理的相關文獻.................................................................8
表2-3：衝突產生的原因與面向相關文獻...............................................................19
表3-1：元大證券公司沿革（元大證券→元大京華證券→元大金控下的元大證券）
..........................................................................................................................34
表3-2：元大證券提供的金融商品服務內容...........................................................39
表3-3：合併後元大金控下之元大證券福利...........................................................42
表3-4：元大證券教育訓練執行概況.......................................................................42
表4-1：本研究三類訪談對象所面臨的衝突問題整理...........................................46
表5-1：經理人面臨衝突問題所做的回應處理.......................................................60
圖目錄
圖2-1：企業合併之整合作業流程.............................................................................5
圖2-2：組織變革的內部與外部壓力.......................................................................13
圖2-3：Lewin 模型（組織變革的三段程序）........................................................16
圖2-4：衝突強度及組織表現之關係.......................................................................18
圖2-5：Rahim 衝突管理的行為模式分類................................................................25
圖3-1：本研究架構與流程.......................................................................................30
圖3-2：元大金控發展歷程.......................................................................................32
圖3-3：元大證券資本額歷年成長過程示意圖.......................................................37
圖3-4：元大金控事業集團架構...............................................................................38
圖3-5：元大金控底下子集團-元大證券事業群架構..............................................39
圖3-6：元大證券業務服務範圍...............................................................................40
圖4-1：合併後證券業務部門基本組織架構...........................................................44
圖4-2：資深、中階與資淺員工定義.......................................................................45
圖4-3：合併前後對資淺員工的要求案例...............................................................58
圖6-1：針對資深員工所做的領導策略、衝突管理與實施方式...........................73
圖6-2：針對中階員工所做的領導策略、衝突管理與實施方式...........................74
圖6-3：針對資淺員工所做的領導策略、衝突管理與實施方式...........................76
圖7-1：因應合併後不同階級員工問題的領導策略和衝突管理實施方式...........77

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三、網站部分
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