自我國開放民營銀行設立後銀行業已經從原本以國營銀行為主體，走向以民營銀行為主軸的開放競爭產業。銀行業的競爭已步入戰國時代，加上金融科技的發展與金融創新使得人力的需求逐漸降低，因此需將人力做最有效率的應用與配置，以達降低營運成本、創造更高的利潤的目標。面對這樣的環境轉變，作為金融從業人員面臨最現實的課題，就是如何創造自己被利用的價值及強化競爭力，避免因金融科技的進步及轉化而被取代或淘汰。
本研究目的以工作特性(Job Characteristics)理論為中心，探討銀行從業人員工作設計與工作行為的關連性，以廣義工作設計模型中任務特徵、知識特徵、社會特徵與脈絡特徵等四大面向來進行研究分析，探討個案職務轉換前後在各項工作特性的差異性，以驗證工作設計對員工在工作行為具有正面的影響，期望從工作設計的理論運用中解決組織人力培養的盲點。
本研究以個案研究為主軸，運用生命史探討、深度訪談及工作設計問卷等研究方法，以某國營銀行在職員工為個案研究對象，首先是以生命史探討方法對個案的職涯歷程做一完整論述與分析，然後透過深度訪談及工作設計問卷蒐集研究資料，以廣義工作設計模型中的四大向度加以分析，以探究銀行從業人員工作設計與工作行為之間的相關影響性。
本研究結果有二：
一、就生命史研究方面發現個案的背景、學經歷皆不相同，不論是大學、科大及研究所畢業，工作經歷多寡，追求的都是一份穩定的工作，當賦予其任務時皆能兢兢業業於職務上，其注視的非短期金錢上的補償而是工作上的滿足感，長期上著眼的是未來的發展性。
二、就廣義的工作設計模型分析結果發現在任務特徵、知識特徵、社會特徵等三方面職務異動後有較顯著的差異，工作自主性、工作複雜度、訊息處理、專業知識等方面都顯著提升、而且與同仁及客戶的關係也更緊密，然而因為銀行提供良好的工作環境在職務異動後也沒有很大的變化，所以在脈絡特徵方面就比較沒有差異性
本研究的結論有三：
一、銀行從業人員在經歷職務的改變與職權的增加後，確實產生顯著的激勵效果。
二、個案對象在面對新的工作安排時，所重視的是實質權力的賦予及未來發展性。
三、綜合本研究發現，針對基層員工以職權調整的手段來達到人才培養的目的，若將這方法應用於各個階層將對人力規劃與培養會有更全面的積極效果。

Since private banks have been opened up in Taiwan, the mainly state-owned banking industry has turned competitive and dominated by private banks. The competition within the banking industry has become more and more fierce. In addition, the development of technology and financial innovation has gradually reduced the demand for manpower. Therefore, the most efficient application and allocation of manpower is needed in order to lower operating costs and create higher profits. To face environmental changes and challenges, financial employees need to create their own value and strengthen their competitiveness in order to avoid being replaced or eliminated by the advancement and transformation of financial technology.
This research focuses on the theory of job characteristics, explores the relationship between the work design and work behavior of bank employees, and analysis by four dimensions, task characteristics, knowledge characteristics, social characteristics and contextual characteristics, in the extended work design model. This research observes the differences in various job characteristics before and after the duty change, to verify that the job design gives a positive impact for employees' work behavior. Hopefully, solves the blind spots of organizational human training by the theoretical application of job design.
This is a case study research, using life history , In-depth interviews, and work design questionnaire. The research object is a state-owned bank employee. First, I apply life history exploration methods to discuss and analyze the career history of the case completely. Afterward, collect research data through in-depth interviews and job design questionnaires, and analyze by four dimensions in the extended work design model. Finally, explore the relevant influence between bank employees' job design and job behavior.
The two results of this study are:
1. From life history research, various family backgrounds, working and academic experiences between cases direct to a single goal, stable job. Whether it is a university, a university of science and technology or a graduate school education background, no matter how long the work experience is, all interviewees pursue stable jobs. They are conscientious when given tasks, focus on job satisfaction and future development but not short-term monetary compensation.
2. According to the analysis of the extended work design model, it is found that there are significant differences in three aspects, task characteristics, knowledge characteristics, and social characteristics, after duty changes. job autonomy, job complexity, information processing, and specialization have all been significantly improved. Besides, the relationship with colleagues and customers is also closer. However, there is relatively no difference in contextual characteristics because the bank provides a good working environment and minor change after duty changes.
There are three conclusions of this study:
1. Bank employees have been significantly motivated after experiencing duty changes and increasing powers.
2. When facing new work arrangements, the subject of the case attaches importance to the granting of substantive power and future development.
3. The comprehensive study found that the purpose of talent training can be achieved by adjusting the powers for entry level employees. Assuming that applying this method to all levels, it will provide a more comprehensive and positive effect on manpower planning and training.

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