| 摘要: | 銀行業原以存款和放款的利差為主要獲利來源，但近年來轉向著重以銷售基金、保險等金融商品手續費收入，做為主要利潤來源的營業方向。而為了公司永續經營避免陷入惡性競爭的局面，須重新思考改變銀行內部組織，希望藉由組織改造，以精簡人力費用，增加獲利目標。 本研究以銀行設置區域中心後相關成效之探討，並以任職的臺灣土地銀行為例探究成立區域中心成立十年後對逾期放款催理之成效。本論文以問卷調查方法為主軸，以相關問卷題目對個案銀行行員進行查問與了解，並分析其調查結果。另外，針對區域中心設立時二年度（2005~2006）與成立十年後（2017~2018）之二年度為研究範圍。以財務比率法做前後比較分析，從經營管理能力、財務結構與獲利能力方面來評估，並比較國內銀行的平均數，證實區域中心的確有其存在之價值，能有效降低逾期放款、確保債權以提高獲利之能力。 研究問卷調查及財務分析結論顯示，在區域中心成立後，較能符合經營上專業化、作業標準化，有助於銀行降低成本、提升獲利，並有明顯降低逾期放款的成效，且其效益仍有逐年提升趨勢，因此區域中心有其存在的必要。不過在成立十年後，如何加強區域中心與分行催理業務橫向聯繫、嚴控作業風險及逾期催理預警等仍待提升。但畢竟區域中心設立只是組織上的一部分，如何加強授信品質、貸放後管理及專業化的逾期催理，是它成功與否最大的關鍵。
The banking industry in Taiwan began to pay attention on fee income of mutual fund and insurance instead of interest margin as the main profit-making source. In order to sustainable operation and avoid falling into a cut-throat competition, this research hopes to increasing profit goals through organizational adjustment. This research investigates establishing the bank regional center, and use Land Bank of Taiwan as case. To analysis the effects of non-performing loan after the regional center had run for ten years, this research focuses on the questionnaire survey method. Moreover, in order to investigates and understands the office staffs with related questions, this research performs the results of the survey. We examine the two years when the establishment of the regional center, i.e., 2005-2006, and ten years after the establishment of the center, i.e., 2017-2018 are the research scope. We use finance ratio method to compare managed ability, financial structureand profit ability before and after establishment of regional center. This research also compares with the domestic banks, and confirms that the value of regional center can reduce the non-performing loan, and promote the quality of credit reclaim to improve profitability. After questionnaire survey and financial analysis, the results show that the bank operation is accords with professionalization and standardization relatively, also helps individual banks to reduce costs, increase profits, and reduce the NPL significantly after establishing the regional center. Its benefits still has the tendency to improve year by year, so the regional center is necessary. However, after establishing the regional center ten years, how to strengthen the horizontal connection between the regional center and the branch's business, how to control the operational risks strictly, and the early warning of non-performing loan are still to be improved. Finally, the establishment of a regional center is just a part of organization. The keys to its success are how to strengthen credit quality, management of lending review, and professional collection of NPL. |
