銀行財富管理的激勵制度、教育訓練對工作績效之關係研究～以銀行資深理財專員為研究對象

Abstract

本研究以銀行財富管理經驗豐富的資深理財專員為主要研究對象，探討激勵制度、工作投入、工作能力、教育訓練與工作滿意度、工作績效等六個構面在銀行財富管理單位意涵，並檢定此六個構面間是否具有顯著關係。根據量化分析結果及質化專家深度訪談的整理，提出對銀行財富管理單位的內部行銷策略建議。

研究首先以量化之問卷調查法進行，針對銀行資深理財專員進行調查，進行資料分析與假設驗證。量化資料分析包含敘述性統計、因素分析、信度分析、Pearson積差相關分析、迴歸分析及變異數分析。此外，本研究並依據量化資料的結果與發現，輔以質化研究方法的深度訪談法，補量化研究部份的不足並做進一步分析的依據，本研究深度訪談之八位受訪對象是銀行財富管理單位之高階主管，以一對一方式進行訪談，以瞭解其實際想法。

研究發現結果顯示，財富管理之激勵制度、工作投入、工作能力分別對工作滿意度具顯著正向關係，其中激勵制度對工作滿意度影響最大，而激勵制度、工作能力對工作績效具顯著正向關係，工作能力對工作績效影響較大，並且教育訓練對工作能力具顯著正向關係。而激勵制度影響工作投入，工作投入影響工作能力，工作能力影響工作績效。

最後由量化分析及質化訪談結果顯示激勵制度和工作能力高度影響工作績效，要達到良好之工作績效，藉由適當配置的激勵制度之強化與教育訓練之施行，團隊主管可以極大化組織資源，理財專員可以有效提升工作績效並增加競爭優勢，希望該研究結果可以提供給財富管理單位提升競爭優勢的參考。

This study mainly focus on senior relationship managers in banking industry, to study practical implications of incentives, job involvement, job competency, training, job satisfaction and job performance of senior relationship managers in wealth management business, and interpret the relationships among these six determinants.

The research was conducted by quantitative methodology, the samples were collected to proceed data analysis and assumption verification. An analysis of quantitative data was made by using the statistical methods, including “descriptive statistics analysis”, “factor analysis”, “reliability analysis”, “pearson product-moment correlation analysis”, “regression analysis” and “analysis of variance”. Additionally, the qualitative research method was used by performing a face-to-face in-depth interview with 8 individuals of higher level management to supplement the quantitative research method.

Based on the study, it is concluded that incentives, job involvement, and job competency are significantly related to job satisfaction. Incentives are the primary cause of job satisfaction. Incentives and job competency are also found to be significantly related to job performance. Job competency has more significant impact on job performance, and training has an effect on job competency. Furthermore, incentives are related to job involvement, job involvement is positively correlated with job competency, and job competency has a major impact on job performance.

The results from quantitative and qualitative studies indicate that incentives and job competency highly impact job performance. In order to achieve high job performance, it is important to apply the right amount and kind of incentives and training. Team leaders can optimize their resources, and relationship managers can deliver greater efficiency and increase competitive advantage.