Taiwan local banks import MA(Management Associate) system from international banks to train their own apprentices for the future. They attract excellent talents by high payments and perfect training programs. However, this makes existed employees feel worthless. This study applies the equity theory¡] Folger & Greeberg, 1995¡^, conflict theory ¡]Pondy,1967¡^and organizational commitment (Porter, 1974) to make the research framework , hypotheses and questionnaire. It tests hypotheses through quatitative research. In order to improve the comprehensiveness, this study made some interviews from existed employees and MAs. The results of this thesis are: 1. The relationship of organizational conflicts between different positions: The results of quantitative testing and interviews both find MAs and existed employees do have conflicts, especially for existed employees. No matter what seniority is, existed employees do not feel comfortable with MA¡¦s higher salary, status and job grade. This is the main source of conflicts. 2. The relationship of organizational equity between different companies: The employees between different companys possess significance differences in the perception of the organizational equity. There are two reasons supporting this result. One is the different recruiting processes between different companies. The other one is the diversity of MA programs. 3. The relationship of organizational conflicts between different companies: Divide organizational conflicts into two dimensions from the factor analysis- goal conflict and interactive conflict. Then, the employees between different companys possess significance differences in the perception of the organizational conflict. There are two points of view on the result. One is the equal level of graduation and capability of existed employees. The other one is the unfair performance evaluation.

¡@¡@After the year of 2000, the unemployment rate is growing up every year. Until March of 2001, the rate of unemployment had already climbed to 7.5% and the main reason for this situation was establishment closed or business shrunk. Because of facing hard competitive environment, many enterprises progressed the downsizing to solve the problem of bankruptcy or in order to restructure business. Even though downsizing always be viewed as an effective method to lower operation cost and increase organizational performance; however, some past researches showed that after downsizing many company not only did not achieve expected objectives but also give all workers a very big shock. This happened all the time especially when survivors felt unfair or uncomfortable to the process of downsizing, and usually accompanied with morale¡¦s decline and distrust managers. Finally workers maybe show unsteady performance spontaneously and affect company¡¦s competitiveness. For some successful downsizing enterprises, they considered downsizing as a strategic plan, and at the same time devote themselves to rebuild business culture or progress other human resource system to ease survivor pressure while executing downsizing In this research, we investigate employees who experienced downsizing before, and hope to understand how downsizing influence their work attitudes and behaviors. Besides, it wants to be approved if business could develop other human resource activities to lower downside actions of survivors. After analyzing the data, the results are stated as below: I. Difference of survivor attitudes and behaviors due to employee identification of downsizing plan. 1.There are obviously differences on job involvement due to different level of employee identification of downsizing reason. 2.Comprising with direct layoffs, when using the way of retire to progress downsizing, survivor organizational identification will get higher records. II. Relationships between downsizing and survivor attitudes and behaviors. 1.When employees felt that their company practiced downsizing for the reason of merge or acquisition, they would have positive organizational identification and job involvement but have negative relation with turnover. 2.When employees felt good and comfortable in downsizing process, they would have positive organizational identification but have negative relation with turnover. 3.When employees felt the way of downsizing was direct layoffs, they would get negative influence and make them to have higher turnover. Instead, when employees felt the way of downsizing was gentle retirement, they would have better feeling to company and higher organizational identification. III. All situational items have the moderating effects on the relationship between downsizing plan and survivor attitudes and behaviors. 1.Most growth need strength have the moderating effects on the relationship between downsizing plan and survivor attitudes and behaviors. When employee felt that the reason of downsizing was imitate other organization behaviors, then the workers who were high GNS would have lower organizational identification than low GNS. However, if survivor cognized that company was fair in downsizing process and let employees participate in the plan, then the workers who were high GNS would have higher organizational identification than low GNS. 2.Employees¡¦ cognitions to the change of human resource system would have moderating effects on the relationship between organizational process and survivor attitudes and behaviors. IV. The influence on organizational performance by survivor attitudes and behavior The results showed that this part could not get exactly demonstration from analysis records.