企業併購一直是組織發展與提升競爭力的有效策略之一，全球併購案件與時俱增，國內隨之掀貣一股併購風潮，截至2011 年6 月，全臺的併購案件已逾1600 件，其金額更突破7000 億元。隨著政府制定金融機構合併法與金融改革的實施，即為臺灣的金融業引來一場併購的趨勢。然而面臨組織變革，無論是併購或被併組織之員工，所需面對的巨大差異、生涯目標的轉換或是調整生涯規劃與行動，勢必無法避免。本研究旨在探討企業併購對續留員工生涯發展之影響，並從生涯發展系統觀點，分別以個人生涯規劃及組織生涯管理分析，進而歸納影響其生涯發展之因素，最後提出相關結論與建議以供組織與員工參考。本研究分析之結果，茲分述如下：
一、企業併購對員工個人生涯規劃之影響，可從自我評估、環境檢視、目標修擬以及行動規劃四個面向分析，研究發現於自我評估階段，員工的個性與特質、個人經驗與專業證照持有在銜接工作差異、轉換領域上有很大影響；環境檢視階段，內部環境以組織價值與文化、經營走向、工作內容的差異最大，至於發展機會的檢視則因升遷管道明確而受到肯定，而外部轉換工作之機會除了個人專長關係外，大環境的趨勢所使也不於匱乏；目標修擬階段，部分受訪者維持原目標，亦有部分受訪者有意轉往管理職或是轉換工作領域；行動規劃階段，為了目前及未來工作發展進行進修，或是發展興趣完成夢想，亦或沒有任何行動計畫。
二、組織生涯管理的實施，可分為一般人力資源活動、生涯資訊及生涯諮商。其中發現主管為員工生涯資訊來源及生涯諮商十分重要的對象；而生涯藍圖的設計、教育訓練的實施、進修補助等措施都有助於員工的生涯發展。
三、本研究歸納出企業併購影響員工生涯發展之因素有個人因素：含個人特質及與他人建立之既有關係；組織因素：含組織價值與文化、工作性質與發展、規章制度以及組織穩定度；環境因素：含金融環境的變化、證照趨勢以及法令政策的規定。
四、研究者建議執行企業併購之組織可於事先規劃完善的組織生涯管理，並於當下協助員工適應組織變陏，以及後期持續追蹤員工發展並隨時改善制度之缺失；而員工應積極主動瞭解組織推動的生涯發展相關政策與資訊，並培養未來發展所需之專業職能，提升自我價值。

Mergers and acquisitions has been an effective strategy of the organization to enhance the competitiveness and development. Global M & A cases increase with the years. Businesses in Taiwan are following suit. Let alone enterprises of manufacturing and service industries, even the banking industry made heavy impressions in the current M & A boom. However, in the process of acquisition, the employees not only have to adjust psychologically to the change, but also have to learn and to accept to the culture of the acquirer and to adjust their career and life plans. This study focuses on the influence of M & A on the career
development of employees, with a perspective of career development system, and to identify the determinants of their career development. Finally, the researcher has proposed concluding remarks and suggestions for the staff and enterprise. The following results were obtained by analyzing the data collected for the study:
1. This study divided career planning into self-assessment, environment check, goal revision, and action planning four dimensions. In the self-assessment stage, the employee's personality, characteristics, personal experience and
professional license holders have a great influence on career planning. In the environment check stage, the participants considered homogeneous and heterogeneous industries as an option. Heterogeneous industries refer to the participants’ secondary vocations, civil services. In the goal revision stage, Some employees maintain the original goals, some employees plan to change jobs or transfer to management positions. In the action planning stage, nearly all the employees gained new knowledge and skills to enhance their competence for their current or future positions.
2. This study divided organizational career management into human resource practices, career information, and career counseling three dimensions. The Managers are the important objects of information source and career counseling. Furthermore, the career blueprint, training implementation,
training subsidies and other measures help employees’ career development.
3. Even after M & A, there exist many determinants of career planning for employees. Some personal factors include the employee’s personality and relationship with others. The organization’s cultuer, detail and development
of work, rules and regulations, and stability affect employees’ career planning. The environmental factor implies that changes in financial market, license trend, and government policy.
4. The researchers suggest that the organization should formulate clear organizational career management and help employees to adapt to change.The employees should be positive to understand the career information and learn new knowledge and skills to enhance their value for their current or future positions.

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