216 /302
分析台灣金控公司之關鍵風險因子：以風險平衡計分卡結合決策分析實驗室法為基礎之分析網路法
216
10.When a new business operation is developed, how does your company categorize
and manage its future risk?
Table 2 Profile of The Interviewees (n = 8)
No.
Type of Organization
Title
Experience Years
1 FHC
Deputy General Manager
15
2 Bank
Manager
12
3 Bank
Director
12
4 FHC
Manager
8
5 Bank
Deputy Manager
10
6 Bank
Section Manager
9
7 Security
Director
10
8 Insurance
Director
10
According to the interviews with eight current professional managers in the FHCs
and subsidiary corporations, risk management is essential for the financial industry. The
eight professional managers’ opinions on the four dimensions were highly consistent and
positive. They confirmed that these dimensions conformed to the operational
characteristics of FHCs. However, the descriptions were refined to ensure agreement with
the common language in practice. The degree of risk affects earnings volatility. A high
degree of risk increases the probability of operational risks in FHCs. Therefore, risk must
be controlled and managed appropriately. Effective risk management reduces losses in the
operational process, thus contributing to the achievement of operational goals.
The second stage of this study involved a survey of 30 employees in FHCs and
subsidiary corporations. The profile of the respondents (Table 3) was consistent with the
objectives of this study, because all of the respondents were employed in the central, bank,
insurance, securities, or securities investment trust divisions of FHCs. Twenty-five
(83.33%) of them had more than 5 years of experience, and 11 of them had more than 10
years (36.67%) of experience with risk management.
The questionnaire was divided into two sections. A preface was used to explain the
definitions of the indicators for participants to understand the purposes of this study. In the
first section, to confirm the correlations between the strengths of influence of the four
dimensions in the performance evaluations conducted by employees in the risk
management departments, the dimensions were paired for comparison. In the second
section, the strength of mutual influence among the 21 criteria was measured to determine
the effectiveness of the performance evaluation criteria in the FHCs.