本研究以質性研究的個案研究法做為研究方法，個案銀行以官股成分較高的A銀行為研究對象，以初級資料法及次級資料法蒐集個案銀行關於金融電子化的資料數據，以內容分析法分析金融電子化對個案銀行所帶來的經營績效的改變及對個案銀行人力彈性的影響，最後以半結構式訪談法，就台灣銀行業電子金融及人力資源管理業務發展頗為成功的民股銀行永豐銀行，約訪該行電子金融業務部門及人力資源部門之主管，對本研究個案銀行所產生的結果進行差異比較分析及個案銀行之SWOT分析，有下列幾點發現： 1.金融電子化對銀行組織績效方面有正面的幫助。 2.銀行業會進行組織變革以因應新型態的金融電子化趨勢。 3.銀行業務電子化無法完全取代櫃檯人員，但可以增加櫃檯人員的職能彈性。 4.銀行對於資訊、電子商務及數據分析人才的需求逐漸增加。 5.職能彈性的運用，需考量銀行員工本身具有學習不同工作職務或新技術的意願與能力。 6.銀行未來提供服務應以多重通路或客戶導向的設計概念，而非以傳統分行概念為核心建立組織架構。 7.銀行應建立分行改型方案，以提升分行的客戶服務品質及財務績效。 ;By collecting primary and secondary information and data about financial electronization implementation in Bank A, which is a privatized government bank in Taiwan, this study investigates the relationships among e-banking, organizational performance and manpower flexibility. First, this study uses content analysis to analyze the impact of e-banking on organizational performance and manpower flexibility of Bank A. After interviewing with the e-banking department and HR department managers of Sinopac Bank by using semistructured interviews, this study applies differential analysis and SWOT analysis revealing the following findings: 1. E-banking is positively related to organizational performance. 2. Banking industry will adopt organizational change in respond to the future trend of e-banking. 3. E-banking cannot completely replace bank tellers but can provide them with job flexibilities. 4. There is an increasing demand for talents related to IT, electronic commerce and data-analysis. 5. Employees willingness and capability to learn should be considered when organizations want to exploit job flexibility. 6. Services provided from banks in the future should be more customer-oriented. 7. Banks should set up plans to reform their branches in order to improve the quality of customer services and financial performance.
