外商銀行為追求其成長及生存，採用外部成長策略－使得跨國併購風潮從歐美國家襲捲全球；台灣也從2007年開始陸續有本國銀行及金融機構被合併，使得本研究有關金融集團跨國收購對於人力資源管理策略的探討，並擬針對購併期間內相關人力資源策略的部份，一併予以探討。
透過外商銀行購併本國銀行的不同階段中，人力資源部門扮演的角色和採取人力資源策略，做一分析與檢討，作為其他外商銀行購併我國金融業或是我國金融業進行海外購併，針對金融服務業跨國購併上的人力資源策略相關規範調整之參考，俾能為金融服務業之跨國併購提供若干改善芻議。誠如上述，本研究提出主要研究目的為：1.外商銀行在跨國購併中對於人力資源管理及其他管理上考量因素；2.購併前，雙方在管理上採取的人力資源管理策略；3.購併中，雙方在管理上採取的人力資源管理策略；4.購併後，雙方在管理上採取的人力資源管理策略。本研究主要以個案訪談方式進行，共計二家外商銀行接受訪談，也希望在未來能有更多的學者進行此一領域的研究。
本研究結果指出，在購併前人力資源管理部門應在實地調查階段就要全程參與購併交易活動，扮演策略規劃角色，因為人力資源管理策略可以有效減少購併過程中的問題發生；購併時配合事前人力資本盤點資訊，更可以提早發現隱藏破壞購併成功的因素，勾勒公司發展規劃及未來願景，以完整考量組織調整的方針，可以增加核心人員的承諾；購併後配合平衡計分卡的實施可以掌握購併計劃的執行成效及回饋追踪，重新調整新組織經營策略與方向，使得人力資源部門的所有努力都能連接至里程碑，確保流程可以持續聚焦以致適時完成購併任務。
因此本研究建議，支持人力資源部門在購併初期時就發揮策略夥伴角色，全程參與購併過程，可以有效發揮組織生產力，達成購併綜效。

Foreign business bank for pursue growth their and survive, adopt outside grow up strategy - make transnational merger agitation sweep across the whole world from American-European countries; Local banks and financial institution are amalgamated successively since 2007 in Taiwan, make this research M&A the discussion of the strategy of human resources management about the transnational financial group, plan to probe into together to the component of relevant human resources strategy while M&A.
M&A in different stages of the local bank through foreign business bank, the role and adopting the human resources strategy that human resource department acts, make a analysis and make a self-criticism, M&A abroad as financial circles of our country or financial circles of our country of merger and acquisition of other foreign business banks, the human resources strategy of getting on the transnational merger and acquisition of financial services industry are correlated with the normal reference that adjust, in order to offer my humble opinion of several improvement for transnational merger of the financial services industry. Sincere as described above, originally research and propose the main research purpose: 1. Foreign business bank consider what it will be factor while being managerial while being other to human resources management in transnational merger and acquisition；2.Before M&A, the human resources management strategy which both sides adopt in management；3.While M&A the human resources management strategy which both sides adopt in management；4.After M&A, the human resources management strategy which both sides adopt in management. In this research, go on by way of interview of case mainly, it is two foreign business banks altogether and accept interview, hope in can have more scholars go on to study field this while being in the future too.
This result of study points out, should be participated in M&A trade activity in the whole journey soon in the previous administrative department of human resources of merger and acquisition, act strategy plan role, because human resources management strategy can reduce merger and acquisition problem of course take place effectively; Cooperate with the capital of human in advance to check information at the time of merger and acquisition, can find that hide the factor that destroys merger and acquisition and succeeds ahead of time, sketch the contours of company's development plan and wish the scene in the future, in order to consider the policy which organizes adjustment completely, can increase key personnel's commitment; Cooperate with the implementation of the score card of the equilibrium to grasp the execution effect planned in merger and acquisition and feedback chasing after merger and acquisition? Revitalize management strategy and direction of new organization, enable all efforts in human resource department to connect to the milestone, guarantee the procedure can focus on and accomplishes the task of M&A in right time continuously.
So this research proposes, support human resource department to give play to the strategy partner role in initial stage for merger and acquisition, participate in M&A the course in the whole journey, can give play to the productivity of organizing effectively, reach and M&A the comprehensive result.

中文摘要

英文摘要


誌謝


目錄 I


表目錄 III


圖目錄 VI


第一章　　緒論 1

　　　第一節　　研究背景及研究動機 1

　　　第二節　　研究問題及研究目的 7

　　　第三節　　研究範圍 10

　　　第四節　　研究流程 11


第二章　　文獻探討 12

　　　第一節　　跨國購併相關文獻探討 12

　　　第二節　　購併前人力資源管理文獻 28

　　　第三節　　購併時人力資源管理文獻 31

　　　第四節　　購併後人力資源管理文獻 33


第三章　　研究方法 37

　　　第一節　　研究取向 37

　　　第二節　　個案研究法 38

　　　第三節　　研究設計與流程 40


第四章　　研究結果 43

　　　第一節　　A銀行個案訪談分析 44

　　　第二節　　B銀行個案訪談分析 57


　　　第三節　　綜合討論 72


第五章　　結論與建議 77

　　　第一節　　研究結論 77

　　　第二節　　實務意涵 82

　　　第三節　　研究限制與未來研究建議 84


參考文獻 85


附錄：訪談大綱 95



表目錄

表1-1-1 外國金融機構購併本國金融機構摘要表 2

表1-1-2 金融機構家數及員工人數一覽表 3

表1-1-3 本國一般銀行存放款加權平均利率 4

表1-1-4 本國銀行與外商銀行營運能力比較 4

表1-1-5 亞洲2007年金融機構購併交易摘要 6

表2-1-1 跨國購併類型及案例 18

表2-1-2 購併優缺點比較 20

表2-1-3 購併各階段的關鍵成功要素 24

表2-2-1 購併前人力資源策略整理 29

表2-3-1 購併時人力資源策略整理 32

表2-4-1 購併後人力資源策略整理 35

表3-3-1 受訪對象一覽表 40

表4-1-1 A銀行與C銀行的業務及財務比較表 45

表4-1-2 A銀行主要業務範圍 45

表4-1-3 A銀行近年主要購併一覽表 47

表4-1-4 購併前人力資源策略整理 51

表4-1-5 購併時人力資源策略整理 53

表4-1-6 購併後人力資源策略整理 56

表4-2-1 B與D的業務及財務比較表 57

表4-2-2 B銀行服務項目 59

表4-2-3 B銀行近年主要購併一覽表 61

表4-2-4 E銀行集團近年主要購併一覽表 62

表4-2-5 購併前人力資源策略整理 65

表4-2-6 購併時人力資源策略整理 68

表4-2-7 購併後人力資源策略整理 71

表4-3-1 個案分析及比較 72

表4-3-2 A銀行近三年營運概況 75

表4-3-3 B銀行近三年營運概況 75

表5-1-1 外商銀行購併對勞工權益影響情形 80













圖目錄

圖1-4-1　本研究之研究流程 11

圖2-1-1 購併之整合作業模型 25

圖4-1-1 A銀行組織圖架構 46

圖4-2-1 B銀行組織圖架構－依功能別分類 59

圖4-2-2 B銀行組織圖架構－依地區別分類 60

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