摘要
本研究以個案研究法探討F證券主公司受到全球化競爭的影響。在全球化競爭激烈的背景下，公司開始進行企業轉型，業務內容從原本單一的證券業務，延伸至多元化經營，從而影響公司證券從業人員的穩定性。
對於員工而言，由於業務內容增加，本身所需具備的知識技能等都比過去來得更多，在面臨企業轉型使得員工必須增加工作內容，導致離職率逐漸增高。F金控證券分公司負責人Linda希望將劣勢轉為優勢，使得各項指標皆有高幅度的提升，在面臨企業轉型的壓力，如何藉由人力資源管理方式，以主管領導提升員工成就感與激勵方式，增進員工凝聚力及參與感，進而將成果反應於組織績效上。最後，本文通過對兩個案例進行深度探討，深度瞭解當企業遇到人為危機時，管理人應當怎麼處理，才是對整體公司的最佳決策，同時，該應對措施也是本文最主要的貢獻。
關鍵字：金控證券、個案分析、企業轉型、危機管理

Abstract
This study uses case study to discuss the impact of F Securities on global competition. In the context of fierce global competition, F Securities has begun to transform its business from a single securities business to a diversified one, thus affecting the stability of its securities employees.
For employees, due to the increase of business content, they need more knowledge and skills than in the past. In the face of enterprise transformation, employees have to increase their work content, leading to a gradual increase in the turnover rate. F securities director, Linda, wants to turn disadvantage into advantage, make the ascension of each index is high range. In the face of the pressure of enterprise transformation, how to improve the sense of achievement and motivation of employees by the way of human resource management, and how to enhance the cohesion and participation of employees, and then reflect the results on the organizational performance?
Finally, this paper makes an in-depth discussion on two cases to understand how managers should deal with the man-made crisis, which is the best decision for the whole company. At the same time, the countermeasures are also the main contribution of this paper.
Keywords: financial securities, case study, corporate transformation, crisis management

目錄
摘要……………………………………………………………………………I
Abstract……………………………………………………………………….II
致謝詞………………………………………………………………………..III
目錄 ………………………………………………………....…………….....IV
圖目錄……………………………………………………………………….VI
表目錄………………………………………………………………………VII
第一章 前言…………………………………………………………………...1
1.1 總體市場背景…....……….………………………………………….1
1.2研究方法…………………………………………………….………..1
第二章 個案背景……………………………………………………………...3
2.1 整體市場背景闡述 ………………………………....……………......3
2.2 團隊背景闡述 ……………………………………………………….3
2.2.1 部門的轉型與融合 …………………………………………...…3
2.2.2 融合下的業務協同 ……………………………………………...6
2.2.3 協同後的管理原則 ……………………………………………...7
2.2.4 協同管理下的業績發展 ……………………………………….10
第三章 危機問題…………………………………………………………….13
3.1 危機個案一....................................................................................... 13
3.1.1 角色情況 ....................................................................................13
3.1.2 個案闡述………………………………………………………13
3.2 危機個案二……………………………………………………........16
3.2.1 角色情況 ………………………………………………………16
3.2.2 個案闡述………………………………………………………17
第四章 危機問題與討論參考答案………………………………………….19
第五章 危機處理的成果…………………………………………………….25
第六章 危機後所建立的制度……………………………………………….29
導讀 ......................................................................................................... 29
壹、教學效益與目標…………………………………………………..30
貳、個案適用之課程…………………………………………………..30
叁、教學所需之背景資料……………………………………………..30
參考文獻……………………………………………………………………..40
 
圖目錄
圖2.1 F券商近年市占率及折讓率變化圖…………………………………...3

 
表目錄
表5.1 股票市佔率與達成率………………………………………………….25
表5.2 期貨市佔率與達成率……………………………………………….....26
表5.3 複委託交易市佔率與達成率………………………………………….27
表5.4 保險商品業績與達成率……………………………………………….28
表6.1 激勵理論一覽…………………………………………………….……33
表6.2 組織績效評估………………………………………………………….36

參考文獻
1. 竹本次郎，從勞動密集到技術密集的轉型，日本文摘雜誌社，1989。
2. Carron, A. V.., Cohesiveness in sport groups: Interpretations and considerations. Journal of Sport Psychology, 4(2), 123–138, 1982).
3. Day, R. L.., Modeling Choices among Alternative Responses to Dissatisfaction, Advances in Consumer Research, 11(1), 496-499, 1984.
4. Drucker, P. F.., Management: Tasks, responsibilities, practices. New York: Harper & Row, 1974.
5. Levy A., Merry U., Organizational Transformation: Revitalizing Organization for a Competitive World, Jessey-Bass Inc, 1988.
6. Robbins, S. P.., Essentials of organizational behavior. New Jersey: Prentice-Hall, 2000.