Title page for etd-0701112-144619


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URN etd-0701112-144619
Author Chien-Chung Su
Author's Email Address No Public.
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Department EMBA
Year 2011
Semester 2
Degree Master
Type of Document
Language zh-TW.Big5 Chinese
Title The Study Of Financial Consultant Separation Factors In Banking industry- A Case Study of Bank C
Date of Defense 2012-05-11
Page Count 58
Keyword
  • separation factors
  • financial consultants
  • consultants
  • wealth management
  • leadership style
  • Abstract With change of the overall economic environment, it substantially makes more and more people highly interested in other financial products and look forward to planning their wealth by multi-financial commodities. Responding these demand, the banking industry starts to be involved in the field of wealth management and invests considerable time and cost of training professional financial advisors. C Bank is not only well-known for high brand image and reputation, but also recognized by the financial industry as a wealth management consultants’ training center. It is supposed to be the company of choice for people who are interested in this field, but actually found C Bank with high turnover rate in wealth management consultants.
    In this study, we are going to analyze the main factors causing the high mobility of wealth management consultants by interviewing with financial consultants in C Bank who are still serving and who had resigned. The result mainly could provide the reference to C Bank to get a triple beneficial situation by means of having stabilized consultants to increase customers’ confidence and reduce the cost of repeatedly training new staff. It is also available for me to refer and being vigilance on the management field in the future.
    The result of this study points out the main factors why financial consultants working at C Bank resign: 1. leadership style, 2. personal reasons (family and health), rather than company culture and system. The health problem is also highly related to leadership style causing large psychological pressure and cannot be resolved. In order to pursue a long-term and stable growth for the company, it is rather significant for supervisors develop a leadership style can unite team members’ coherence, establish a work environment with a sense of belonging and participation, satisfy their physiological and psychological needs and let all members with high identity and loyalty to the company they are willing to work for under the premise of reaching company culture (performance-oriented).
    Advisory Committee
  • Huang, Ying-Fang - chair
  • Jaw, Bih-Shiaw - co-chair
  • Wang, Yu-Ping - advisor
  • Chen, Wan-Ching - advisor
  • Files
  • etd-0701112-144619.pdf
  • Indicate in-campus at 99 year and off-campus access at 99 year.
    Date of Submission 2012-07-01

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