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(1)Job Stress and Coping Strategies of Taiwan Public Bank Employees. by Hsing-Chia Hsieh. A Thesis Submitted to the Graduate Faculty in Partial Fulfillment of the Requirements for the Degree of MASTER OF BUSINESS ADMINISTRATION Major: International Human Resource Development. Advisor: Wei-Wen Chang, Ph. D.. National Taiwan Normal University Taipei, Taiwan June, 2015.

(2)  . II.

(3) ACKNOWLEDGMENTS Wow! I accomplished a thesis. A thesis was composed of time, efforts, and with assistance of a lot of people. Thank everyone who helped me accomplished this thesis. You all made my thesis writing process more smoothly. First of all, I would like to express my gratitude to my dear thesis advisor, Dr. Vera, Chang. Thank her for guiding me when I was lost in thesis writing maze. Thank her for introducing the beauty of qualitative study. Thank her for going out of her way to teach me. Next, thank my committee members, Dr. Yeh, and Dr. Huang. They suggested me many, and good directions of thesis writing. All their suggestions made my thesis more perfect. Moreover, thank my lovely family for always supporting me. Without my parents, I couldn’t have collected the data in such a short time period. And thank my sisters for enduring my bad temper on account of frustration. Also, thank my best partner, Rosemary Tsai, for walking through the graduate journey with me. Thank her for checking the APA format and taught me statistics. She was definitely my best partner ever. Last, I would like to thank myself for working so hard in the past year. Thank myself for conquering so many challenges, for not giving up, and for accomplishing this mixed method thesis. Now, I want to say “Congratulations! Julie! You made it!”.  . III.

(4)  . IV.

(5) ABSTRACT Owning to economic depression and circumstances changes, job stress has become a common problem in modern society. A number of reasons contributed to job stress, such as, long working hours, poor social relationships, and poor working environment, etc. The side effect of employees’ job stress cannot be ignored, for it may affect the health of workers. Though public banks employees perceived job stress owing to several reasons. Taiwan public banks have been facing tremendous changes in the recent years, which caused a high level of job stress among their employees. Lots of research topics have been studied in job stress; however, few studies focus on public bank employees’ job stress experiences. Thus, The aim of this study was to explore the job stress experiences of Taiwan public bank employees and the strategies they utilized to cope with. It examined the causes of job stress the public bank employees perceived, the influences of the job stress, and the coping strategies they conducted to relieve the job stress. This study adopted mixed method approach. In-depth interview and survey questionnaire were the techniques for collecting the data. All the participants came from two 100% state-owned public banks in Taiwan, the Bank of Taiwan, and the Land Bank of Taiwan, respectively. The research participants had at least three-year work experiences in public banks. Member checks and triangulation techniques were applied to strengthen the credibility of the study. The main findings were presented based on interview and questionnaire results. Ten job stressors were grouped into six categories; they were market, work nature, career development, family, leadership style, and personal job stressors. Impacts of job stress were discussed from physical health, and psychological health aspects. And, four most widely used coping strategies were self-psychological adjustment, speaking out, exercise, and accumulated time. Finally, this study also provided implications for job stress management of Taiwan public banks. Keywords: job stress, coping strategies, public bank employees.  . I.

(6)  . II.

(7) TABLE OF CONTENTS ABSTRACT…………..……………..…………………………………...……I TABLE OF CONTENTS…………………..……………….……….…….III LIST OF FIGURES…………..…………...…………………………..…….V LIST OF TABLES……….………………….…..……………………..….VII CHAPTER I INTROUDUCTION……………….…...……...…………..1 Background of the Study……………………………….……………..……………..…1 Statement of the Problem…………………………………...…………………………..3 Research Purpose and Questions…………………………….…..…….……………….6 Significance of the Study…………………………………………..……………..…….6 Definition of Terms………………………………………………….….......................8. CHAPTER II. LITERATURE REVIEW……………..…………………11. Job Stress………………………………………………………………………...……11 Job Stressors……………………………………………………………..……..……...12 Impacts of Job Stress………………………………………………..…….…………..22 Coping Strategies………………………………………………………………..…….24. CHAPTER III. RESEARCH METHODS……………………………….29. Research Design……………………………………..………………………..…….....29 Research Framework……………………………………………..………..….…........30 Research Participant and Sampling………………………………………….…..……31 Data Collection………………………………………………..…………...………….39 Data Analysis…………………………………………………………………..……...42 Research Quality…………………………………………………….………..……….46 Research Procedure…………………………………………..……………....………..49. CHAPTER IV. FINDINGS & DISCUSSIONS………………………….53. Job Stressors of Taiwan Public Bank Employees…………………………..…..……..54 Impacts of Job Stress………………………………………………………..….……..65 Coping Strategies of Taiwan Public Bank Employees……………….………...……..69 Discussions…………………………………………...……………………...………..74. CHAPTER V. CONCLUSIONS & IMPLICATIONS……...…..………77. Conclusions……………….…………………………………………..……………….77 Implications for Job Stress Management.………………………………..…..………..79 Limitations……………...……………………………………………..……..………..80 Suggestions for Future Research…………………………………..………...………..81.  . III.

(8) REFERENCES…………………………………………………………….83 APPENDIX A: INTERVIW QUESTIONS…………...…………………91 APPENDIX B: QUESTIONNIRE………….………..……………………97.  . IV.

(9) LIST OF FIGURES Figure 2.1. Job stressor………………………………………………………………….….16 Figure 2.2. Impacts of job stress……………………………………………………..….….24 Figure 2.3. Coping strategy………………………………………..………………..………28 Figure 3.1. Research framework……………………………………………………………30 Figure 3.2. Employee Percentages in Two public banks……..………………………..…...32 Figure 3.3. Organization chart of BOT………………………………………………..……36 Figure 3.4. Organization chart of LBOT……………………………………………….…..38 Figure 3.5. Credibility strategies……………………………………………………..……..47 Figure 3.6. Research procedure……………………………………………………….……51 Figure 4.1. Findings framework……….……………………………………………………53 Figure 4.2. Job stressors of Taiwan public bank employees………………………..………63 Figure 4.3. Coping strategies of Taiwan public bank employees..…………………………73.  . V.

(10)  . VI.

(11) LIST OF TABLES Table 3.1. Demographic details of the participants……………………….………….…….32 Table 3.2. Descriptive statistics on sample characteristics……………………..……...…...34 Table 3.3. Reliability with Cronbach’s Alpha……………………………………….….….42 Table 3.4. Example of coding process…………….……………………………………..…43 Table 3.5. Example of categorizing process………………………………………………. 45 Table 4.1. Job stressors of Taiwan public bank employees……………………...…….…...64 Table 4.2. Descriptive statistics on Taiwan public bank employees’ job stress impacts…...68 Table 4.3. Coping Strategies of Taiwan public bank employees…………………...……....74.  . VII.

(12)  . VIII.

(13) CHAPTER Ι. INTRODUCTION. The aim of this chapter was to provide a foundation of the research. It discussed background of the study, problem statement, purpose of the study, research questions, significance of the study, limitations and definition of some terms.. Background of the Study Nowadays, lots of industries were suffering from business competitions because of economic depression, no matter in domestic or in international markets. Workers were encountering with heavy performance stress, or the crisis of being laid off. People were suffering from job stress. Some literature had built a connection between work and stress, and had viewed work stress as the factor related to negative consequences on individual and organizations (Rodham & Bell, 2002). Changes in job nature, working environment and organizational behavior would increase the level of stress of workers, and influence their physical and mental health (Salleh, Bakar & Keong, 2008). Though many people had the professional knowledge and experiences, they could not endure daily-increasing stress; even failed to present a good work performance. One study from Switzerland examined the overall frequency of stressful events; giving suggestions that workplace stress almost could be daily occurrence (Mazzola, Schonfeld & Spector, 2011). A survey of Taiwan workplace showed that 62.1 % employees perceived “high job stress”, 58.4% thought their job demand was overload (hellotw.com). Thus, it could be seen that, job stress issue was on the rise and deserved attention all around the world. The financial service industry had undergone huge organizational changes in the past decades, associated with possible negative influences on bank employees’ health (Silva & Barreto, 2010). One psychology depression survey released by The John Tung Foundation in 2004 found out that people of financial-service industry, creative workers, and teachers, were most likely to suffer from depression on account of overload job stress (Chiu, 2005).  . 1.

(14) In a survey of perception of safety and health in the work environment in 2013 Taiwan, people of financial and insurance industry, mining industry, and real estate industry got the highest percentage in the category “always feel stressful”. They received percentage of 28.17 %, 27.64 %, and 26.05 % respectively (Lin & Kuao, 2014). Job stress had been a serious problem among employees who worked in the financial service industry since the global financial crisis happened in 2008. In the last few years, the banking industry has been changing rapidly, for instance, changing on rules, policies, and technologies (Awan & Jamil, 2012). Bank employees’ stress had become higher in recent years owning to the competition among financial institutions (Liou, 2009). Accompanied with the growth in the financial service industry, the workload and pressures on bankers was growing (Ali, Hassan, Ali, & Bashir, 2013). In addition, owning to operation model and work environment changes, modern people have to wear many hats at work, and keep changing work contents. Besides financial service practitioners, people who worked for government felt stress was no less than those who worked in private companies. From a survey did by Ministry of Labor in Taiwan, the public administration industry perceived the third place of job stress (15.9 %) (Lee, Chih & Chen, 2009). The Civil Service Development Institute in Taiwan also found out that public officials had a huge demand for stress adjustment training courses (Yang, 1998). Nowadays, the public officials faced a variety of stress. Moreover, more and more pubic officials were worry about losing their job owing to public organization merges and staff downsizing (Tsai, 1999). Throughout the past years, the banking industry has been changing rapidly. In order to resolve financial problems and to enhance new development strategy of economic liberalization, the government moved up bank privatization in 1989. In the last two decades, bank privatization had become an essential part of financial reform in Taiwan (Sue, 2008). Since then, more private banks have participated in the banking industry, new financial  . 2.

(15) products have been introduced, and customers have a diverse selection, the competitions therefore become more fiercely. However, bank privatization also brought out over-banking problem; too many banks were competing, leading to financial crisis. Consequently, Taiwan government promoted bank merger since 2000 (Kuo, 2013). The government had been cautiously evaluated the possibility of merging two Taiwan’s state-owned banks, including the Bank of Taiwan and the Land Bank of Taiwan. The public bank merger activity might not only threaten job security of their employees but also resulted in high levels of work- related stress; motivation and organizational commitment might go down (Awan & Jamil, 2012). Originally, there were eight public banks in Taiwan; due to the merger of public bank policy, only the Bank of Taiwan and the Land Bank of Taiwan are 100% state-owned now. These two public banks were the targeted banks in this study. This study aimed to examine the state-owned public bank employees’ job stressors, the impacts of job stress and how they strived for coping with the stress.. Statement of the Problem Job stress had been named as “21st Century disease”. And, it was particularly a significant problem for bank employees, who had a frequent contact with clients (Katyal & Katyal, 2013). The job stress was the key reason, for workers’ suicide in the Banks of Australia and New Zeland (Corner, 2002). According to the HSE (Health Safety Executive UK), job stress was defined as an unwanted response people had to huge pressures or other demands placed upon them (Bashir & Ramay, 2010). The factors caused job stress were long working hours, intensive competitions with colleagues, unreasonable demands from the supervisor, unfair promotion policy, and unsatisfactory organizational culture…etc. And, bad mood, insomnia, awful relationships, and stomachache were some of the results of stress, which could negatively affect the health of workers (Ali, Hassan, Ali & Bashir, 2013). When perceived job stress, people conducted some methods to cope with stress. For example,  . 3.

(16) people spent time with others and did physical activity. Most coping strategies were mostly contained past-time activities, which were personally enjoyable and beneficial to the individual (Dhar & Bhagat, 2008). Job stress issues were important. Lots of research studies had shown that job stress had a negative impact on not only employees but also organizations. More and more organizations put emphasize on the issue related to job stress of employees. The employees’ physiological and psychological health conditions were influenced by job stress. Banks has been currently undergoing fierce market competition. Lin, Chen, Hong & Lin (2010) mentioned that a small number of studies reviewed the health risks relevant to job stress in the workplace, especially for the call center in banks. Although there had been plenty of research studies discussed about job stress, little research on Taiwan public bank employees’ stress existed. Many people did not realize the potential danger of high pressure on public bank employees. Little was known about what stress the public bank employees experience and job stress was affecting their work and life. State-owned public banks played an important financial role in Taiwan, which also had some characteristics that different from the private banks. Because of their status belonged to the government, state-owned public banks often took political responsibilities; their operational autonomy were influenced by the public authorities, such as the Legislative Yuan of Republic of China. The public bank employees had job security since they were one of the state-owned enterprise employees. Next, public bank employees were protected by the government, and had good benefits; so low turnover rate was another characteristics of public banks. Public banks were not only public enterprises but also financial service industry. That was to say, public bank employees were public officials and bank employees, as well. Compared with those high-pressure bank employees who worked in the private banks,  . 4.

(17) the public bank employees in Taiwan were viewed as having a secure job, which means they did not need to worry about being laid off. Nevertheless, the public bank employees perceived job stress and should be concerned. First, Taiwan government had permitted more and more private banks to be established in the past two decades, the public bank employees had felt the higher pressure of competitions from the private banks employees. The public banks no longer occupied a monopoly position in the banking industry. Therefore, the public banks had to change their operations to compete with the private banks. (Sue, 2008). Furthermore, the government also had merged some of the public banks in recent years, which also increased the stress for the public bank employees. More private banks’ privatization and mergers in public banking sectors resulted in changes in size and structure of organizations. All these activities led to high level of stress for the public bank employees (Awan & Jamil, 2012). Such changes would undoubtedly affect bank employees’ physical and mental health (Salleh, Bakar & Keong, 2008). For those who had been working in public banks for a long period or those who had never worked in private banks; bank privatization might result in fear and stress.   Many research studies of job stress were mainly implemented in quantitative research design (Mazzola, Schonfeld, & Spector, 2011). And, a qualitative study might not be able to present a complete picture owning to the fact that participants didn’t confess themselves truly (Jehn & Jonsen, 2010). Consequently, a mixed method research study included quantitative and qualitative methods of data collection and analysis carried out a range of outcomes (Creswell, 2005). After reviewed the previous literature related to job stress, the researcher identified gaps in the literature that justified the need for the present study. So, this study conducted mixed method to explore Taiwan public bank employees’ job stressor, the impacts of jobs stress, and their coping strategies..  . 5.

(18) Research Purpose and Questions In today’s society, people lived in a life with high pace, especially for those who lived in the big cities. Most people felt the heavy pressure, particularly with work. This was almost an unavoidable problem for modern people. Compared with other organizations, public sector employees’ job stress issues were neglected (Lee, Chih & Chen, 2009). Public bank employees were considered perceiving less degree of job stress than private bank employees because of having a secure job. However, public bank employees did perceive job stress and deserved to be explored deeply. The purpose of this study was to find out the various factors of job stress among the public bank employees in Taiwan, the influences of job stress, and how they dealt with the stress. Specifically, the study sought to uncover the potential risks existed in public banks. In conformity with the research purpose, this study aimed to answer the following research questions about public bank employees in Taiwan: 1. What are the factors perceived to cause job stress among the public bank employees? 2. What are the likely impacts of job stress on public bank employees? 3. How do public bank employees cope with the job stress that they experienced?. Significance of the Study Workplace stress was a typical issue around the world. Lots of enterprises spent a great deal of money on dealing with employees’ job stress. In Canada, organizations spent 6 billion Canadian dollars on dealing with job stress problems (Price, 2004). According to the reports from the United Kingdom, about 200 million working days per year were wasted on account of illness. And, those illnesses were triggered by job stress (Ryan & Watson, 2004). Some people even estimated that organization lost 60 billion U.S. dollars due to stress-related illness (Matteson & Ivancevich, 1987). It was obviously that job and occupation stress was a serious problem for employees and organizations. Some businesses started to put emphasize on job stress issue recently (Lu, 2006).  . 6.

(19) Bhat (2013) found that bank employees worked in a very stressful workplace. And stress enlarged employees’ desire to quit their job if the working environment was stressful without appropriate work life policies. Through understanding what reasons led to job stress, the impacts of job stress, and how to cope with the job stress, both the public bank employees and organization may gain benefits from this study. The development of human beings’ life had progressed a lot in recent years. People now live in a technological society, where the information advances explosively. The pace of life is quick and unpredictable, so people always are being in a high-pressure environment. If we could not relieve stress, the balance between physical and mental health would be damaged in the long run (Yang, 2012). After realizing the reasons causing their job stress, when stuck in stress dilemma, public bank employees could keep calm in a high pressure, and unpleasant workplace by having a better idea on utilizing the coping strategies. Besides individual benefit, the organization also could have the profits from recognizing the impacts of job stress, then having the concept for taking actions to prevent severe pain of their employees. Study on job stress was one of the main topics of organization health management. It related to not only employees’ physical and mental health, but also organizations’ success (Lu, 2006). Overload stress had a bad influence on employees’ physical and mental health. In recent years, how to analyze and deal with job stress effectively became an important issue in human resource management. Stress management had a positive relationship to employees’ potential, job satisfaction, and physical and mental health (Lin & Cheng, 2008). Therefore, it was anticipated that the conclusions could support Taiwan public bank organizations to assist their employees in reducing stress in workplace, and increase public bank employees’ job satisfaction and organization commitment..  . 7.

(20) Definition of Terms Job Stress Job stress was the results of job stressor, which were stress-producing events or conditions. According to Rowe (2006), job stress was interpreted as a destructive reaction to excessive pressure or demands; and job stress resulted in long-term and short-term impacts in physical and mental health (Ganster & Rosen, 2013). For example, physical health impacts were anxiety and depression; while mental health impacts were heart diseases, chronic pain, and ulcer diseases.. Public Bank According to article 3 of the Statute of Privatization of Government-Owned Enterprises, the term "government-owned enterprise" as used in this Statute shall refer to the following enterprises (Wang & Hsieh, 2010): 1. Any enterprise either solely owned by any government or jointly operated by governments at various levels; 2. Any enterprise jointly invested in and operated by the government and private individuals where the capital of the government exceeds fifty percent (50%); or 3. Any enterprise jointly invested in by the government and government-owned enterprises of the preceding two sub-paragraphs, or by government-owned enterprises of the preceding two sub-paragraphs, where the aggregate invested capital exceeds fifty percent (50%) of the capital of the investee enterprise. Based on the abovementioned article, the public bank in this study will focus on the 100% state-owned public bank, which is owned by the Ministry of Finance. In Taiwan, the 100% state-owned public banks are the Bank of Taiwan and the Land Bank of Taiwan. More information about these two banks are elaborated in Chapter 3..  . 8.

(21) Coping Strategy Coping strategies referred to how people answer or react toward a stressor (Yusoff, 2010). Folkman and Lazarus (1984) stated that coping strategies could be classified into problem-focused and emotion-focused coping strategies..  . 9.

(22)  . 10.

(23) CHAPTER Π. LITERATURE REVIEW. In this chapter, the study reviewed related literature about job stress, included the job stressors, impacts of job stress, and coping strategies. And summaries for each section were also provided.. Job Stress The definition of job stress varied from different scholar’s perspectives. What follows was an integrative review of the previous literature as it listed the definitions of job stress. Job stress could be viewed as an interaction between jobs related factors and a person, which forced a person to separate from normal functioning due to the change either psychological or physiological (Beehr & Newman, 1987). According to British scholars, Montgomery, Blodgett and Barnes (1996), job stress was employee’s awareness or feeling of personal dysfunction as a result of perceived conditions or occurrences in the work place, which resulted in employees’ physiological and psychological reactions. Lu and Kao (1999) pointed out that job stress was a series of continuously dynamic process, not a disconnected static situation; and the subjectivity, interaction, and idiosyncrasy were the three essentials of job stress. Furthermore, job stress could be conceptualized as a person’s reaction to those symptoms, which seemed to threaten his job and its workplace (Jamal & Baba, 2000). Besides, job stress was also a psychological reaction, which happened to people who perceived an imbalance between the level of demand placed on them and their capability to meet those demands (Ali, Hassan, Ali, & Bashir, 2013). Tien (2003) considered job stress as when people encountered anything internal or external events that related to job; which made him/her felt mental and physical unease, then hoped to rehabilitate former tranquil status through self-strength or outside help. On the other hand, from the social psychology.  . 11.

(24) perspective, the definition of job stress was the result that people could not fit into the environment (Kuo, 2011). In this study, job stress was defined as a destructive physical and psychological response when a person realized that the pressure on him/her is greater than one could handle.. Job Stressors Stress rarely had a single source point, rather, stress had been found to have many different sources (Bailey et al. 1998). Beehr & McGrath thought that stress-producing events or conditions were called stressor (Beehr, 1998). The job stressor was the circumstances factors that had an impact on the degree of stress, no matter it increased, decreased, or maintained. Therefore, any incentives surrounded us could be the job stressor (Wu, 1985). Shortly, stressor was the incentives of producing stress. Literature pointed a lot of key factors such as work environment, management support, workload (Loghan & Ganster, 2005) in determining how stressful the work could be and its effect on employees’ physical and mental health. Job stress could be caused by acute or chronic physical stressors, or by psychological and social stressors (Sapolsky, 1994). The following was a review of literature compiled primary studies discussed about job stressors categories. Ivancevich et al. (1983) proposed a model, which divided job stressors into two categories. First, they identified work environment stressors were related to job (time pressures, job scope, obsolescence), role (ambiguity, conflict), career (development) and organization (rewards, change, communication). Then, they verified person (individual) factors were tolerance of ambiguity, decisiveness, self-confidence and locus of control..  . 12.

(25) Bhat (2013) proposed that causes of job stress were work life balance, work overload, employee relationships at workplace, job control and job characteristics. The main causes of job stress could also be categorized either as task-related or working environment-related factors. The task-related factors could be further classified into three different types; they were role ambiguity, role conflict and work intensification. Working environment related factors, on the other hand, could be further separated into various categories, such as relationships with colleagues, working conditions, and bullying and harassment (Montgomery et al., 1996). According to Scott (2006), stressors in work place included unclear requirement, role overload, high stress times with no down times, big consequences for small failures, lack of personal control, lack of recognition, and poor leadership. Moreover, role conflict, ambiguity, and complexity, workplace complexity, powerlessness, lack of control over work schedules precluding time for strategic planning and building and sustaining relationships, value conflicts, lack of resources, and excessive workload were viewed as the sources of job stress (Shirey, 2009). In the study of work stress and depressive symptoms in older employees, Lunau, Wahrendorf, Dragano, and Siegrist (2013) recognized job stressors were low work control, sex, age, income, education, employment status, work time, heart disease, high blood pressure, stroke, and diabetes. On the other hand, in the journal of “Workplace health management”, Lu (2006) categorized job stressors into job, relationships, career and organization. The task, role, and rewards were included in job stressors. Relationships factors were internal social and external social relationships. The career development factors meant the job promise, the correspondence between job and career objective, and the personal self-achievement from.  . 13.

(26) work. Last, the organization structure and organization culture were involved in the organization stressors. Furthermore, Huang (2010) pointed out the job stressors from media organizations contained three categories: work factors, personal factors, and environment factors. The nature of work, organizational factor, and social relations at work were included in the work factors category. The personal factors were individual. And, the environment factors were economic and technological uncertainty. Similarly, Robbins (2001) proposed that job stressors were made from three factors, 1) external environment, including economical, political, and technical uncertainty, 2) organizational factors, including task demands, role demands, relationships, organization structure, leadership, organization life circle, 3) personal factors, including family, financial problem, and personality. Since the purpose of this study was to explore the experiences of public bank employee’s job stress and their coping strategies, literature review of bank employee’s job stressors was particularly essential and provided as followed.. Job Stressors of Bank Employees In the study of “Prevalence of Occupational Stress Among Bankers”, the occupational stressors were categorized into role overload, role ambiguity, role conflict, unreasonable group pressure, under participation, responsibility or persons, poor peer relation, intrinsic impoverishment, and powerlessness, strenuous working conditions, low status, and unprofitability (Katyal & Katyal, 2013). Bhat (2013) mentioned that basically in banking sector lack of administrator support from boss (manager), work overload, and time. Pressure, risky ness of job, poor relationship with customers & co-workers, and work-family balance.  . 14.

(27) caused stress which in turns decreased employee performance. In addition, according to Ali et al. (2013), in a research that discussed the stress management of Pakistan private banks; eleven forces in banking sector that created anxiety and pressure among employees. These forces included: overload, role ambiguity, role conflict, responsibility for people, participation, lack of feedback, technological change, innovation, career development, recent episodic events, and organization structure and environment. And, Materson (1980) even stated the causes of job stress in bank employees came from work load, cuts in staff, change at work, long work hours, shift work, lack of supervision, inadequate training, inappropriate working conditions, too heavy responsibilities and poor relations with colleagues. Cooper and Bramwell (1992) also pointed out, in the banking industry, the major sources of job stress in the organization were as follows: 1. Unhappy or poor quality of working environment, such as, light, and space. 2. The structure or new product and technology, repeat and boring job content, job role, relationships, and the organization culture and climate. 3. For most banking industry, “work overtime” was a major cause of job stress. Job stress resulted from many factors that called “job stressors”. After reviewing and combining the above mentioned literature, the researcher organized a figure, which classified job stressors into six categories, including external environmental, work condition, internal organizational, career and development, and family (see figure 2.1). In this study, these categories served as a theoretical framework for data collection and analysis..  . 15.

(28) External Environment. Career & Development. Work Condition. Job stressors. Internal Organizational. Family. Figure 2.1 Job Stressors. External Environment Stressor The external environment factors, which resulted in job stress, could be explained from technology changing and working environment changing aspects. Technology changing stressor. According to Bashir & Ramay (2010), external environment job stressor particularly meant keeping up the pace with rapid technological change in the information-processing field. Doherty et al. (1996) indicated that owning to an introduction of new technology and  . 16.

(29) new procedure, some changes might give rise to job stress of employees. That’s because that they were expected for learning new practices, which made them, feel disrupted their works and responsibilities. Such situation happened to bank employees as well, from Katyal & Kaytal’s study (2013); they mentioned that bank employees extensively used computers in the workplace had changed the work patterns and even had made it inescapable to downsize the work force in the banks, for computers replaced human. Working environment changing stressor. Catwright and Cooper (2002) stated that work-related stress was result from a change in the working condition of the organization. However, downsizing was also considered one of the changes of the working environment. It had an obvious effect on employees’ stress level (Teck-Hong & Ismail, 2011). Doherty (1996) even noted that despite employees keep their job safely; they felt a sudden loss of coworkers and a threat of job loss. That was, the working environment had become an uncertain environment. The implications of the above literature said transformations were likely to mark their effect on the social, economical and psychological domains of the bank employees and their relations. Due to these changes, the employees in the banking sector seemed to experience stress and strain (Katyal & Kaytal, 2013). Generally, during the past decade, the banking industry had undergone rapid and striking policy changes due to working environment changing and had increased competition because of the entrance of more private banks, downsizing, and introduction of new technologies.. Work Condition Stressor Work conditions that had an impact on high levels of job stress included excessive.  . 17.

(30) workload, long working hours, little sense of control for work and other reasons related to work task. According to Ali, et al. (2013), overload equaled to excessive work or work outside one’s capability. Heaney, Price, and Rafferty (1995) noted that excessive workloads, a lack of social support and little sense of control had been found to cause job stress. On the other hand, design of the task or the nature of work condition caused job stress as well. Tyagi (1985) pointed that work intensification usually happened when employees were faced with various limitations, and they were required to accomplish more than they could do within the time available. For example, employees were asked to produce good quality works under extreme pressure; they usually had been required to bring about beyond their own proficiencies. Employees felt highly stressful when they had to work under such conditions and nervous about completing all the work before deadline (Teck-Hong & Ismail, 2011). Other reasons caused job stress from work task also involved clients issue. For instance, long waiting times for appointments could worsen the postponement of the clients, thus creating an additional stressor for both clients and even counselors in the banks (Griffiths, Baxter & Townley-Jones, 2011).. Internal Organization Stressor According to Ali et al (2013), organization structure and environment factor contained awful working conditions, unexplained structure of workplace and line of authority. In this study, other internal organization stressors also included role ambiguity, role conflicts, and social relationships. Role ambiguity. Role ambiguity was the product of obscure border between job objective and job responsibility. That is, the main reason behind role ambiguity was lack of clarity and predictability in the job. Almost every employee had the experience of role ambiguity. And when the employee entered an unfamiliar environment or took up a new position, the role ambiguity developed fiercely at that time (Tien, 2003).  . 18.

(31) Role ambiguity was a long-term result of job stressor. In other words, even role ambiguity was a temporary situation; it made job stress reaction, too (Lin, 2000). Cherniss (1980) thought that sometimes role ambiguity is unavoidable. The higher degree of role ambiguity, the stronger degree of job stress. The definition of role ambiguity was insufficient or vague information about role and task to be performed by an individual (Ali, et al., 2013) and even that information was about powers; authority and duties might be the component of the insufficient information to perform one’s role (French & Caplan, 1972; Kahn, et al, 1964). Role ambiguity meant the employee felt the uncertainty about the principle requirement of what they should perform on their jobs, and what was expected of them with regard to how they ought to behave (Baron, 2010). In the financial industry, role ambiguity could be highly perceived among the bank employees; for they had to do different set of tasks daily as a part of their job requirements (Teck-Hong & Ismail, 2011). Michael, Court & Petal (2009) also pointed out that one aspect of role ambiguity was the employee’s inability to predict the results of his or her actions. And, this might result in workers sensing a lock of control, which had been identified as a strong contributor to stress (Karasek, 1979). Role conflict. When an individual combined the expectation from himself/herself and others’ could give rise to “role pressure” in the organization. The “role conflict” resulted from the conflicts between the role pressures (Lin, 2000). Chonko & Burnett (1983) and Fry, Futrell, Parasuraman & Chmielewski (1986) all proposed that high amounts of role conflict could lead to great levels of work-related stress. When an individual was placed contradictory demands by not only supervisors but also subordinates could generate role conflict (Bashir & Ramay, 2010). Furthermore, Larson (2004) indicated that role conflict developed more when.  . 19.

(32) an employee was faced with contradictory job demands, which were adherent to difficult, unacceptable, or impossible pressures. In general, two perspectives could be explained to describe the process of making role conflict. One was from the objective and subjective circumstance aspect, and the other was from the internal and external aspect. First, role conflict could be created from objective circumstance or subjective circumstance. The objective circumstance meant while two or more people give different orders to subordinate, and make the subordinate has role conflict; on the other hand, the subjective circumstance refer to when the employee’s expectation, objective, value contradicts with organization’s demand toward the role, on that occasion, the role conflicts was produced (Lin, 2000). Second, internal role conflict aroused from employee who needs to play two contradictory roles; on the other hand, the external role conflict happened when employee received different information from different people, and the information opposed with one another (Tien, 2003). Social relationships. The relationship was one of the main job stressors. French and Caplan (1972) noted that the responsibility for people was much more likely to lead to stress. Increased responsibility for people usually meant that one had to spend more time interacting with others, such as attending meetings. Whether the relationships between the individual and colleagues, supervisors, clients, and subordinates was good or not mattered a lot with job stress; for lacking of good relationships would cause the psychological intense and job dissatisfaction (Lin, 2000). Likewise, Galvin and Dileepan (2002) reported that poor relationship with coworkers was among the most stressful factors of job stress within the organization. Shirey (2009) indicated that the importance of social support in the workplace was also evident in the.  . 20.

(33) literature and had been found to relate to increased empowerment, increased motivation, and decreased job strain. For example, lacking of the upper support and the office politics, etc. (Sun & Lee, 2009). Overall, sources of stress would arise from interrelationships with work subordinates and superiors as well as with other members in the organization. At that time, the relationships became alienated and worse; it even triggered conflicts and brought out stress. Besides, the sexual harassment and bully cases in the workplace were one of the sources causing relationship stress, which could not be ignored (Tien, 2003).. Family Stressor Workplace stress had a strong impact on people’s personal and social life (Aamir, 2011). Chiu (2005) stated that family stressor focus on work life imbalance, such as lacking of family’s support, having difficulty switching different roles and taking good care of family. Work and family conflicts became fierce when people couldn’t meet the demands of different roles and expectations with little time and energy. For example, young generations or newly-wed employees might perceive a lot of stress when they wanted to have good performance at work and squeezed some time to their family at the same time (Ali, Hassan, Ali & Bashir, 2013). Overall, family stressor revolved with work and family conflicts. According to Anderson (2003), work and family conflicts was a predecessor that created stress in employees of an organization. Job dissatisfaction, high family responsibilities, young kids demanding high attention and financial responsibility with family were included in the family stressors.. Career & Development Stressor Hellriegel, Slocum & Woodman (1986) stated that job stressors in the workplace could be divided into six levels (work contents, organization role, career development, relationships, organization structure, and external organization). Career development  . 21.

(34) stressors resulted in personal development stress; such as people felt job insecurity, or disappointment from work and being made little use in the organization. According to Chiu (2005), career development stressors included lacking of promotion opportunity, downsizing, merge threats, and low salary. Lu (2006) pointed out that career development stressor contained job development, the correspondence between job and personal career objective, career responsibility and crisis, and sense of achievements from work.. Impacts of Job Stress Work-related stress had an influence on employee’s physical and mental health, work performance, and work productivity and other behavioral problems. Larson (2004) stated that any type of stress resulted in physical, psychological, and behavioral problems, such as employees’ job dissatisfaction. Wastell and Newman (1993) proposed a model of work-related stress and organizational behavior. It identified that after sources of stress at work interacted with individual characteristics, organizational context, and work group factors; these sources of job stress would bring in individual symptoms and group symptoms. Individual symptoms were poor health, absenteeism, resistance to change, and ego defense mechanisms, while group think and destructive conflict were classified as group symptoms. According to Dhar and Bhagat (2008), stress arouse from the interaction between work environment and person factors. Stress led to consequences which could be classified as 1) psychological (satisfaction, commitment, tension), 2) physical or behavioral (blood pressure, cholesterol, smoking, drinking) and 3) organizational (absenteeism, turnover). It was obvious that organization could bring about stress both in the individual and organization. Job stress could have an impact on individuals when they lost the control of using their coping strategies or capabilities efficiently (Siegrist, 2004). Yu (2009) stated that.  . 22.

(35) stress lowered the effectiveness in the organization, and resulted in high leaving rates, low job satisfaction and morale. Stress had a negative effect with physical and psychological symptoms (Burgess, Irvine & Wakktnagned, 2010). More studies had shown that job stress had a detrimental relationship with physical and mental health, for instance, depression, anxiety, and other maladaptive behaviors (Nakao, 2010). Stressors had an influence on body health systems. At first, stress led to short-term negative effects, and then more serious, even awful physical health problems were aroused (Mealer, Shelton, Berg, Rothbaum & Moss, 2007). Encyclopedia of Occupational Safety and Health also pointed out that stress produced many chronic diseases. For example, cardiovascular, musculoskeletal, workplace injury, suicide, cancer, ulcer and immune system disorders, and other psychological diseases. Furthermore, job stress had terrible impact on employees’ work productivity, tardiness, absenteeism, and even quitting job (Ali, Hassan, Ali & Bashir, 2013). In addition, Kincey et al. (2005) proposed that from a psychological interpretation, stress was related to the negative feeling, such as depression, anxiety, fatigue, low self-esteem and less confidence. These psychological symptoms caused from stress had been reveled to have an impact on the capability needed for work.. Summary In general, job stress gave rise to impacts, and mostly were negative ones. These influences of job stress could be discussed from individual and organizational perspectives (figure 2.2). Some of the studies even separated the individual impacts into psychological and physical aspects. And, job dissatisfaction, relationships, turnover, absenteeism, and.  . 23.

(36) work productivity were classified in the organization aspect. This figure provided a better idea of the impacts of job stress, for developing the analysis further in this study.. Perceived Job Stress. Organizatioal Aspect Individual Aspect Psychological Health Physical Health. Job dissatisfaction Relationships Turnover Absenteeism Work Productivity. Figure 2.2 Impacts of job stress. Coping Strategies Stress aroused as individuals perceived a situation while the management abilities required for an event are far beyond their potential (Lazarus & Folkman, 1984). Though working in the same workplace, people might feel different degree of job stress. And, depending on the varieties of individual’s personality, age, or other personal factors; one’s coping strategies might be different from others. The following contents compiled some of literature talked about coping strategies, including the definition of coping strategies, the relationship between coping strategies and health, and the elements of coping strategies.. Definition of Coping Strategies According to Matheny et al. (1986), they defined stress coping as behaviors that  . 24.

(37) individual’s reactions with regard to stressful events. Dhar and Bhagat (2008) indicated that coping strategies contained cognitive, emotional and behavioral strategies; they were used for dealing with stressful situation. Lazarus and Folkman (1984) defined stress coping as the capability to adapt to cognitive, attitudinal, emotional, and behavioral processes to fit in the demands of the circumstances. More precisely, coping strategies of stress referred to a phenomenon that an individual made alternations to personal perception and behavior in response to the conflicts spurred from the environment, which the individual traded in (Lazarus, 2000).. The Relationship Between Coping Strategies and Health Conducting right coping strategies was essential for reducing job stress effectively; for poor coping mechanisms had been identified as a primary cause of stress (Head, 1996; Montgomery & Rupp, 2005). If a person’s stress levels could not accord with and his/her coping strategies, these ineffective coping strategies were likely to bring in one’s negative health results. What’s worse, with improper coping strategy, one would have the intentions to leave the organization (Dhar & Bhagat, 2008). Some theories hypothesized the relationships between high stress levels, ineffective coping and poor health outcomes. (Fisher, 1986; Lazarus & Folkman, 1984; Trumbell & Appley, 1986). Generally, it was believed that matching the type of stress with an appropriate coping strategy would be more effective and beneficial to health (Dhar & Bhagat, 2008).. Types of Coping Strategies Several researchers had agreed that good coping strategies should contain converting thought processes, adopting problem-focused strategies and emotion-focused strategies (Admiraal, Korthagen, & Wubbels, 2000; Chan, 1998; Lazarus & Folkman, 1984). Some of the researchers proposed that problem-focused strategies were the primary method to stress (Kerr, Breen, Delaney, Kelly & Miller, 2011).  . 25.

(38) In a qualitative study conducted by Amundson, Butterfield, Borgen, and Erlebach (2010), it was found that social support was the main strategies that they used to cope with stress resulted from career transitions and positive adjustment to new workplace. It is indicated that when making right transitions, social support from family and friends seemed to be a major resource. And, social support was particularly crucial to if an individual could find one’s fit in the work environment demands or not. On the other hand, some researchers divided the coping strategies into two categories. Furthermore, Matheny et al. (1986) set up a model of stress coping behaviors and resources. The former involve cognitive restructuring, problem solving, and avoidance behaviors while the latter included social relationships, beliefs and values, overall health and wellness as coping resources (Stoltz, Wolff, Monroe, Farris & Mazahreh, 2013). In addition, there was another similar system of coping strategy was proposed by Lazarus and Folkman (1984); they grouped the stress coping strategies to problem-focused and emotion-focused strategies. Problem-focused strategies illustrated behaviors, which were taken directly to resolve the problem. These strategies pivoted on discovering the factors of the current problem. Problem-focused strategies were considered as active and rational approach and were by and large more reasonable as a positive or favored reaction to stress. Emotion-focused strategies represented activities that an individual converted his/her own emotional thought, which was bothered by external stimuli. The purpose of these strategies was to alleviate one’s emotional reactions. They would accept stress as part of life, or relieve painful feelings naturally (Liu, Pan, Wen, Chen & Lin, 2010). For having a good health mentally and physically, employees should positively upgrade their capabilities toward minimizing job stress. Chiu (2005) provided some suggestions, such as, discussing with colleagues and supervisors about problem-solving methods, building a.  . 26.

(39) good networking with coworkers, family and friends and accepted their assistance, having a regular habits of exercise and sleep, keeping a balanced diet habit, developing personal hobby, and consulting with the psychiatrist. In order to deal with the job stress resulting in negative emotion, Hisataka (2014) proposed that people should learn emotional management skill. No matter in high pressure, or non-friendly environment, one could still stay calm, and deal with any problem with a professional attitude. He proposed in the book “Jissen Pressure Kanri No Theory” (p.11); emotional problem actually was not related to emotion, but a thinking technique. Only if one could get rid of blind spots in thinking, could he overcome pressure, and always have a good work performance.. Summary Based on the above mentioned literature, a theoretical framework of coping strategies was then produced (see figure 2.3). Four categories were involved in the elements of coping strategies; they were self-care strategies, support-seeking strategies, direct action strategies and avoidance behavior. First, self-care strategies contained emotion-focus strategies (Admiraal, Korthagen, & Wubbels, 2000; Chan, 1998; Lazarus & Folkman, 1984), such as converted thinking, and one may focus on hobby, such as diminished stress by music and exercise. Second, support-seeking strategies were mainly focused on looking for help from social supports (Amundson, Butterfield, Borgen, & Erlebach , 2010). People might talk to supervisor, family, friend, colleagues or psychiatrist. Third, direct action strategies were actions that people tend to take direct action when they bump into problems. That was problem-focused strategy proposed by Lazarus and Folkman in 1984. Coping strategies were not always positive; some.  . 27.

(40) people choose not to face to problem. In other words, they conducted the avoidance behavior, like being passive. As a result of literature reviews, the researcher used this figure as a theoretical framework. It provided a clear picture of what coping strategy people used for relieving job stress. Based on these existed coping strategies, this study hoped to examine strategies used by public bank employees and explored more uncover strategies.. Support seeking Talking to others. Take direct action Problem-solving. Self-Care Emotion-focus Focus on hobby. Avodidance behavior Being passive. Coping Strategy. Figure 2.3 Coping strategy.  . 28.

(41) CHAPTER Ⅲ. RESEARCH METHODS. This chapter explained how this study was conducted and detailed the steps taken to ensure that the research methods adequately met principles of the study. It included research design, research framework, participants and sampling, data collection techniques, data analysis, research quality and research procedure.. Research Design While many studies of job stress and the stress-strain relationship had been conducted before, however, those studies typically focused solely on quantitative data (Mazzola, Schonfeld, & Spector, 2011). Quantitative methods studies had some limitations on the topic of job stress, for it might neglect what were the important stressors and their influences for the participants (Keenan & Newton, 1985). Qualitative research involved a variety of empirical materials that describe routine and problematic moments and meaning in individual’s lives (Denzin & Lincoln, 2000). However, Jehn and Jonsen (2010) stated that self-report methods by researchers who wrote qualitative studies were unable to present an entire picture of some research studies, owning to the fact that people might not willing to confess themselves. And, it was especially important when inspecting a sensitive issue or problem. Generally, lots of scholars had mentioned about the advantages of mixed methods research studies (Garner, 2015). Molina-Azorin (2011) found that mixed methods studies added more value to organizational research studies results than single method studies did. Correspondingly, Myers (2010) claimed that in mixed methods studies, one method could be helpful to vanquish the limitations of the other method conducted to apply the same research question. The aim of this study was to elaborate the job stress experiences and coping strategies of Taiwan public bank employees. Since job stress issues were sensitive and personal, a mixed method design was employed in this study; for this design might help  . 29.

(42) to overcome the bias in each perspective. In-depth interview and questionnaire were the main techniques for collecting the data in the study. These data collection techniques provided participants’ interpretation of the phenomenon being researched. In-depth interviews were the first data collection technique, and the questionnaires were served as the additional data to support interview data.. Research Framework The aim of this study was to explore job stress experiences and coping strategies among the public banks’ employees in Taiwan. The research framework (see figure 3.1) of this study was formed based on the research purpose and questions stated in chapter I. Taiwan public bank employees perceived job stress from a couple of reasons called job stressors. Then, the perception of job stress resulted in divergent impacts of stress both in physical and psychological. And, public bank employees adopted coping strategies to deal with or to diminish the job stress after perceived it.. Job  stress  . Coping  .  . Job  stressor  . Impacts  of  Job   stress  . Figure 3.1. Research framework.  . 30. Strategies  .

(43) Research Participants and Sampling The participants in this study were full-time public bank employees who worked in Bank of Taiwan and Land bank of Taiwan. Bank of Taiwan and Land Bank of Taiwan were the two 100% state-owned public banks in Taiwan. All the participants had at least three-year working experiences in public banks at the time of the interview. This allowed the participants to share their job stress and coping strategies. And, for answering the differences of job stress experiences between supervisors and non-supervisor employees, the participants of the study included supervisors and non-supervisors employees. The criterion for the supervisor was that he/she must have at least one subordinate below him/her. Furthermore, only those who worked in the domestic branches in the Taiwan public banks were included in this study, and they all contact with clients very often. As for the quantity of the participants, twenty public bank employees were chosen from two Taiwan public banks. The percentage of the participants was similar to current public bank employees’ percentage of the two public banks. There were about 7000 employees who worked in the Bank of Taiwan while about 5000 employees worked in the Land of Bank. So, the percentage of staff number was 58% to 42% (see figure 3.2). Among the 20 participants in this study; 12 were from the Bank of Taiwan, and 8 from the Land of Bank reflecting the percentage of staff number in the population. And, five of them were supervisors while the other 15 participants were not; they were public bank employee Gino, Orchid, Lisa, Ming, and Jim. In order to make sure the confidentiality of the participants, their names were coded with pseudonym. Table 3.1 provided a background and profile of the research participants in the Bank of Taiwan and the Land Bank of Taiwan..  . 31.

(44) Employee  Percentage   Land  Bank   of  Taiwan   42%  . Bank  of   Taiwan   58%  . Bank  of  Taiwan   Land  Bank  of   Taiwan  . Figure 3.2 Employee Percentages in two Public Banks in Taiwan Employees from two banks were selected by snowball sampling. At first, the researcher invited the participants that she could get access to, then the participants were asked to recommend others who met the criterions as targeted participants of this study. Table 3.1. The Description of Interview Participants No.. Name. Sex. Age (Years old). Bank. Seniority (years). Department. 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18. Gino Orchid Irene Una Lisa Ming Sherry Fred Ting Wendy Jerry Judy Ben Susan Kerr Jane Jim Eve. M F F F F M F M F F M F M F M F M F. 50~59 50~59 40~49 30~39 50~59 50~59 20~29 20~29 20~29 40~49 30~39 50~59 50~59 40~49 40~49 30~39 50~59 20~29. LBOT LBOT LBOT BOT BOT LBOT BOT LBOT BOT LBOT LBOT LBOT BOT BOT BOT BOT BOT BOT. Over 25 Over 25 21~25 6~10 Over 25 Over 25 3~5 3~5 3~5 16~20 3~5 21~25 21~25 11~15 11~15 11~15 Over 25 3~5. Others (Branch Manager) Credit Deposits Remittances Credit Foreign Exchange Others (Branch Manager) Deposits Remittances Financial Deposits Remittances Deposits Remittances Credit Financial Collect Credit Deposits Remittances Credit Others Credit. 19 20. Lynn Wade. M M. 30~39 40~49. BOT BOT. 6~10 16~20. Deposits Remittances Deposits Remittances. Note. LBOT refers to Land Bank of Taiwan, and BOT refers to Bank of Taiwan  . 32.

(45) Quantitative Sampling Besides interview participants, the second population participated in this study included 120 public bank employees in Taiwan. Through convenience sampling and personal connections, 120 copies of questionnaires were being distributed to respondents. Among 120 respondents, 8 were from Land Bank of Taiwan Huilien branch, 20 were from Land Bank of Taiwan Changhua branch, 10 from Bank of Taiwan Yuanlin branch, 20 from Bank of Taiwan Taichung branch, 32 were from Land Bank of Taiwan Taichung branch, 10 were from Bank of Taiwan Tainan branch, and 20 were from Bank of Taiwan Kaohisiung branch. Initially, the researcher contact with one bank employee among these bank braches and asked them to distribute questionnaires to their colleagues. Then, the researcher mailed questionnaires to each branch through mail. Once they finished completing questionnaires, they mailed back these questionnaires to researcher. Out of 120 copies of questionnaires, 115 were used in this study, while the other five were invalid owing to missing information in the questionnaires. In this study, 115 valid responses out of 120 dispatched questionnaires from public bank employees in Taiwan (see Table 3.2.). The respondents were mostly between 40 to 49 years old (41%), and the 50~59 years old were 30 %. Female took up 55% of the respondents while male respondents took up the other 45%. The seniority of years were illustrated in Table 4.1.; respondents who already worked for more than 25 years were 32%, and 23% of the respondents have worked in public banks for 21 to 25 years. There were 59 respondents from Bank of Taiwan, and the other 56 respondents were from Land Bank of Taiwan. Among these respondents, 27 (23%) were supervisors compared to the other 88 (77%) respondents who didn’t take leadership role. There were 40 respondents (35%) worked in the deposits & remittances department, and 35 respondents (30 %) were from credit management department..  . 33.

(46) Table 3.2. Descriptive Statistics on Sample Characteristics Items. People. %. Female. 51. 44%. Male. 64. 56%. 20~29. 1. 1%. 30~39. 21. 18%. 40~49. 47. 41%. 50~59. 34. 30%. 60 up. 12. 10%. Bank of Taiwan. 59. 51%. Land Bank of Taiwan. 56. 49%. 5. 4%. 6~10. 14. 12%. 11~15. 15. 13%. 16~20. 18. 16%. 21~25. 26. 23%. 25 up. 37. 32%. Deposits & Remittances. 40. 35%. Financial department. 5. 4%. Foreign Exchange. 9. 8%. Collect. 8. 7%. Credit Management. 34. 30%. Others. 19. 17%. Supervisor. 27. 23%. Non-Supervisor. 88. 77%. Sex. Age (years old). Banks. Seniority (years) 3~5. Department.  . 34.

(47) In this study, “public bank employees” were defined as those who worked in the 100% state-owned public bank and served as a government employee as well. To show more detail information about the targeted public banks, the following content introduced the history and organization chart of them.. Bank of Taiwan On May 20, 1946, the Bank of Taiwan (BOT) was the first government-owned bank, which was constructed after Taiwan restoration to the Republic of China in 1945. BOT has been under the administration of the Taiwan Provincial Government during the initial operation stage. Because of the regulations on government-owned financial institutions, the Bank (BOT) was then taken over by the central government of the Republic of China on Dec 21, 1998. From the day on, BOT has been under the administration of the Ministry of Finance. Since 1985, BOT has been a judicial person under Banking Law. And on July 1st, 2003, BOT has become a corporate organization under Company Law. Based on the regulations on financial holding corporations and share transfer, Taiwan Financial Holdings was established on January 1st, 2008. BOT has become a subsidiary of Taiwan Financial Holdings. In addition, on January 2nd, 2008, the Bank separated Department of Securities and Department of Life Insurance to two subsidiaries. Bank Taiwan Securities Co., Ltd. and Bank Taiwan Life Insurance Co., Ltd were then established. From the first day it initiated, BOT managed the business of the national treasury, issued currency in Taiwan, and carried out many functions as a central bank. BOT has played an important role in the banking system of Taiwan. BOT has supplied utmost funds needed to assist the policies of Taiwan’s economic development, and supported the implementation of government policies. Thus, it is without saying that BOT has made many contributions to economic development in Taiwan..  . 35.

(48) Figure 3. 3 Organization chart of BOT Retrieved from http://www.bot.com.tw/English/BankProfiles/EOrganization/Pages/default.aspx. Land Bank of Taiwan Taiwan government established the “Land Bank of Taiwan” in accordance with Republic of China Law on September 1st, 1946 in order to promote the implementation of land policies, such as land-rights equalization and the land-to-the-tiller program in Taiwan. Five branches were set up in Taipei, Hsinchu, Taichung, Tainan, and Kaohsiung during the Japanese operation era. The Land Bank of Taiwan has become a juridical person in accordance with the Article 52 of the Banking Act in May 1985. On December 21st, 1988, LBOT has become a state-run organization because of the implementation of the Province Simplification Statute.  . 36.

(49) Next, the Bank (LBOT) was reorganized as the “Land Bank of Taiwan Co., Ltd.” on July 1st, 2003. Since May 21st, 2004, LBOT was transformed into a public company. The LBOT is the only real-estate specialty bank by the Taiwan government. In order to answer to the overall financial landscape change and the fierce market competition, the Bank (LBOT) has used its advantage on real-estate specialty bank to facilitate special loans with government policies. Furthermore, LBOT has continued to strengthen its competitiveness and develop internationalization to transform into a full-scale regional financial institution in the pacific Asia. The LBOT is a bank with an organizational system that involves the Board of Directors, the Panel of Supervisors, the head office and branches. The LBOT’s organizational structure is composed of the head office with 23 units, 151 branches, and 6 overseas branches. Besides, 6 Regional Centers were established. The organizational chart of the LBOT is below..          .  . 37.

(50)  . 38. Figure 3. 4 Organization chart of LBOT Retrieved from http://www.landbank.com.tw/Eng/Index.aspx?EpfJdId9UuCSFXnHGuoyLA%3d%3d.

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