http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/205 Wed, 11 Mar 2026 13:04:15 GMT 2026-03-11T13:04:15Z http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/93282 標題: 高齡化影響下的人力資源策略：以銀行業為例; Human Resources Strategies under the Influence of Aging: Taking the Banking Industry as an Example 作者: 王秋容; Chiu-Rong Wang 摘要: 隨著醫療技術進步和生活水準的提高，導致高齡化，同時生育率呈現下降的趨勢。高齡化與少子化的雙重影響所帶來勞動力的缺口，是全球性的議題。雖然人工智慧的導入可能取代某些勞動力，但是仍然有許多需要專業知識的工作，尚未能被人工智慧所取代。 銀行業為金融體系的核心，是受到高度監管的行業。其獨特的組織文化強調穩健、長期穩定、法令遵循、注重安全與風險管理。銀行員工需要專業知識以及經驗累積，也反映在穩定的人才培養和晉升制度上，以確保銀行業務能穩健運作。 台灣的銀行業也同時受到高齡化與少子化的衝擊，面臨到人事成本增加與新人招聘不易的困境。中高齡員工久佔管理職缺與年輕人流動率高，產生人才斷層的現象，在經驗傳承上出現問題。銀行業該如何調整及優化人力資源策略，來面對高齡化社會的到來，是本文探討的主題。筆者認為，銀行除了積極招募新血之外，更應主動運用中高齡人才，以確保核心價值觀的傳承。銀行應配合高階核心人才及關鍵核心人才之生命週期給予四種人力資源實踐。 四種人力資源實踐分別為「發展」（培訓、晉升）、「維護」（主管及同事支援）、「利用」（橫向調動、擔任指導員）與「適應」（個人化協議、個人化工作時程表、靈活的彈性工時、退休後回聘）。本文著重探討退休後回聘，建議將退休後回聘的方式制度化，並公開地公布評選方案，讓有意願（提早）退休的員工能夠提出申請並進入退休人才庫。銀行再根據需求評估是否與退休的員工簽訂個人化的雇傭協議。; With the advancement of medical technology and the improvement of living standards, the population is aging and the fertility rate are showing a downward trend. The dual impact of aging and low birthrate has caused a gap in the labor force, which is a global issue. Although the introduction of artificial intelligence may replace some labor forces, there are still many jobs that require professional knowledge that have not yet been replaced by artificial intelligence. The banking industry is the core of the financial system and is a highly regulated industry. Its unique organizational culture emphasizes robustness, long-term stability, legal compliance, and emphasis on safety and risk management. Bank employees need to accumulate professional knowledge and experience, which is also reflected in a stable talent training and promotion system to ensure the stable operation of banking business. Taiwan's banking industry has also been impacted by both an aging population and a declining birthrate, and is facing difficulties in increasing personnel costs and difficulty in recruiting new employees. Management positions are occupied by middle-aged and elderly employees for the long term, and the high turnover rate of young people have resulted in a talent gap and problems in the inheritance of experience. How the banking industry should adjust and optimize its human resources strategy to face the arrival of an aging society is the theme of this article. I believe that in addition to actively recruiting new blood, banks should also actively use middle-aged and elderly talents to ensure the inheritance of core values. Banks should implement four human resource practices in line with the life cycle of high-level core talents and key core talents. The four human resource practices are "development" (training, promotion), "maintenance" (supervisor and colleague support), "utilization" (lateral transfer, serving as a mentor) and "adaptation" (personalized agreements, personalized work schedules) schedule, flexible working hours, rehiring after retirement). This article focuses rehiring after retirement. At the same time, it is recommended to institutionalize the method of rehiring after retirement and publish the selection plan openly and transparently, so that employees who are willing to retire (early) can apply and enter the retired talent pool. Banks then evaluate whether to sign personalized employment agreements with retired employees based on their needs. Mon, 01 Jan 2024 00:00:00 GMT http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/93282 2024-01-01T00:00:00Z http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/101478 標題: 高雄金融專區私募市場之發展策略分析：臺灣資產管理業的挑戰與機會探討; Strategic Analysis of Private Market Development in the Kaohsiung Financial Special Zone: Challenges and Opportunities for Taiwan’s Asset Management Industry 作者: 廖竫泠; Chin-Lin Liao 摘要: 隨著全球金融市場結構轉變與高資產客群投資需求提升，私募資產已逐漸成為資產配置中的重要組成。相較於國際市場，臺灣資產管理業在私募資產的產品架構、通路能力與制度環境方面仍面臨諸多限制。近年政府推動高雄金融專區政策，期望吸引境外資產管理機構落地，並促進私募市場發展，惟其成效與可行策略仍有待深入探討。 本研究透過個案研究法，分析具代表性之國際資產管理機構在私募資產發展策略上的關鍵考量，探討其在臺灣市場面臨之進入障礙與誘因，並評估高雄金融專區政策是否具備吸引境外資產管理業者深化布局之條件。 研究結果顯示，高雄金融專區若欲在區域金融市場中形成差異化定位，關鍵不在於單一政策工具，而在於整體發展策略與制度設計。具體而言，以私募信貸作為切入點、建立制度化產品上架與盡職調查機制、推動平台化產品架構，以及強化通路專業與投資人保護，為高雄金融專區發展私募市場之核心策略方向。 本研究期望能為臺灣資產管理業與金融專區政策提供具體策略建議，並作為未來私募市場發展之參考。; With structural changes in global financial markets and rising demand from high-net-worth investors, private market assets have become an increasingly important component of asset allocation. Compared with international markets, Taiwan’s asset management industry still faces constraints in product structures, distribution capabilities, and institutional frameworks for private assets. In recent years, the Kaohsiung Financial Special Zone has been promoted as a policy initiative to attract offshore asset managers and foster private market development, yet its strategic feasibility warrants further examination. This study adopts a case study approach to analyze the private market strategies of representative global asset managers, examining their market entry considerations, incentives, and responses to Taiwan’s policy environment. In addition, the private banking markets in Hong Kong and Singapore are examined as international benchmarks to derive strategic implications. The findings suggest that the success of the Kaohsiung Financial Special Zone does not hinge on individual policy incentives, but rather on an integrated development strategy and institutional design. Key strategic directions include prioritizing private credit as an entry point, establishing standardized product onboarding and due diligence frameworks, promoting platform-based investment structures, and strengthening distribution expertise and investor protection mechanisms. This study aims to provide practical strategic insights for Taiwan’s asset management industry and contribute to policy discussions on the development of private markets. Thu, 01 Jan 2026 00:00:00 GMT http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/101478 2026-01-01T00:00:00Z http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/96609 標題: 高資產人士的資產傳承工具之選擇; Choice of Asset Inheritance Tools For High Net Worth Individuals 作者: 劉文嵐; Wen-Lan Liou 摘要: 隨著全球財富的不斷增長，資產傳承已成為高資產人士（High Net Worth Individuals, HNWIs）規劃的重要課題。在全球經濟與稅務環境日益複雜的背景下，選擇適當的資產傳承工具不僅能保障財富安全，還可實現家族價值的延續。本研究旨在探討高資產人士在資產傳承過程中的主要工具選擇，分析其適用性、優勢與挑戰。本文採用文獻分析與問卷法，涵蓋遺囑、信託、保險、閉鎖性公司股權、家族辦公室、基金會及慈善捐贈等傳承工具。 研究結果顯示，不同工具適用於不同的資產結構、家族需求與法律環境。保險因簡單易懂及其穩定的流動性與避稅功能，成為高資產人士的首選工具之一；信託因其高度靈活性與稅務規劃優勢在傳承規劃中亦廣受青睞；閉鎖性公司及家族辦公室則適合多代經營的大型家族企業；遺囑則為法律保障的基礎工具；而慈善捐贈則能協助實現家族社會責任。本研究強調，成功的資產傳承規劃應考慮法律合規性、家族治理以及後代教育的重要性，並建議高資產人士結合專業顧問的協助，制定全面的傳承策略。 本研究結論為，資產傳承工具的選擇應基於個人需求、家族目標與外部環境，並結合多元化工具以實現財富的永續傳承。同時，建立長期的動態調整機制，才能更好地應對未來的不確定性。; With the continuous growth of global wealth, asset inheritance has become a key topic for High Net Worth Individuals (HNWIs) in their planning. In the increasingly complex global economic and tax environment, selecting appropriate asset inheritance tools not only ensures the security of wealth but also facilitates the continuation of family values. This study aims to explore the primary tools chosen by HNWIs during the asset inheritance process, analyzing their applicability, advantages, and challenges. The study adopts literature analysis and surveys, covering inheritance tools such as wills, trusts, insurance, private company equity, family offices, foundations, and charitable donations. The results indicate that different tools are suited to varying asset structures, family needs, and legal environments. Insurance, due to its simplicity, stable liquidity, and tax advantages, is one of the top choices for HNWIs. Trusts are also highly favored for their flexibility and tax planning benefits in inheritance planning. Private companies and family offices are suitable for large family enterprises with multi-generational operations. Wills serve as a fundamental tool for legal protection, while charitable donations help achieve family social responsibility goals. This study emphasizes that successful asset inheritance planning should consider legal compliance, family governance, and the importance of educating future generations. It recommends that HNWIs develop comprehensive inheritance strategies with the assistance of professional advisors. The study concludes that the choice of asset inheritance tools should be based on individual needs, family objectives, and external environments, while integrating diversified tools to achieve sustainable wealth inheritance. Additionally, establishing a long-term dynamic adjustment mechanism is essential to better address future uncertainties. Wed, 01 Jan 2025 00:00:00 GMT http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/96609 2025-01-01T00:00:00Z http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/77580 標題: 高爾夫俱樂部的多元價值創造-東方球場為例; Generation of Diversified Value for Golfing Clubs: A Case Study of The Orient Golf & Country Club 作者: Chiu-Lin Kuo; 郭秋琳 摘要: 東方高爾夫俱樂部，近年來為保障會員權益，故選擇停賣會員證，避免影響會員於球場擊球之流暢度。然而會員證的販售為高爾夫球場的重要收入之一，因此東方產生一個疑慮，未來是否還能維持良好的營運，是否有新的營運策略可以為東方增加新的收入來源，同時亦能提高會員權益。故本文以PEST分析、公司經營策略探討、財務比率分析、同業比較分析、主管深度訪談與會員問卷調查等方法進行探討，並得到以下幾點重要發現。第一，東方有健全的財務狀況，能夠因應新的投資。第二，參照頂級球場的經營，在東方先天的環境限制下，多元服務與年度活動盛會可能作為新的營運策略。第三，服務、高端的客群與顧客忠誠度為東方無可被取代的資源，且服務為最主要的競爭優勢，也因此獲得會員最高的滿意度。第四，外在環境變化僅以科技、法規與環保議題對東方較有影響。第五，好友聚會、招待貴賓、同好交流與商務交流皆是會員來東方的主要原因之一，因此對於會員而言，東方不僅是個人休閒運動的場地，更是重要的社交平台。第六，相對於參與多元活動，會員較有意願自行或推薦親友於東方舉辦私人社交或企業商務活動。第七，車展、品酒會與婚宴為會員最有意願參與的活動，但參與意願仍有限。此外現有的設施適合於舉辦車展與品酒會。根據以上主要發現，本文建議東方可以實施新的營運策略，與外部廠商(例如車商或酒商等)做策略聯盟，並活用現有設施、舉辦多元活動，以增加東方的營收，同時提高會員的權益。此外東方也善加推展深受會員肯定的景觀餐廳，以配合會員舉辦私人或商務活動的需求，亦能同時提高東方的營收與多元價值。; In recent years, in order to protect the rights of its members, the Orient Golf & Country Club chose to suspend membership sales so as to avoid affecting members on the golfing field. However, membership is one of the most important revenue sources for golf clubs, and therefore this raised concerns as to whether the Orient could maintain stable operations in the future or develop new business strategies to increase income sources and enhance member interests. This study conducted PEST analysis, corporate strategy analysis, financial ratio analysis, competitor analysis, in-depth interviews with management, and member surveys. Study results showed several important findings. First, the Orient is in a financially sound position to enter into new investments. Second, Orient operations adhere to premium establishment standards, but due to its environmental constraints, diversified services and annual events may be the most optimal new business strategies. Third, high-end clientele and customer loyalty are irreplaceable resources for the Orient, and service is its main competitive advantage, which also brings in the highest increase in customer satisfaction. Fourth, changes in external environments impacted the Orient mainly in terms of technology, regulations, and environmental issues. Fifth, social gatherings, VIP entertainment, peer interactions, and business exchanges are all major reasons why members come to the Orient. For members, the Orient is not only a venue for individual leisure and exercise, but also an important social platform. Sixth, members are more likely to participate in or recommend private social or corporate events held at the Orient relative to other events. Seventh, auto shows, wine tastings, and weddings are the main activities that members are most willing to participate in, though their willingness to participate is nonetheless limited. Additionally, current facilities are suited for hosting auto shows and wine tastings. These findings indicate that the Orient should implement new operational strategies and form strategic alliances with external vendors such as car dealers or wine merchants to utilize existing facilities and organize a multitude of events to increase revenues and enhance member interests. Furthermore, the Orient is advised to promote its renowned restaurant when seeking to meet the private or corporate needs of its members in order to increase revenues and add value. Mon, 01 Jan 2018 00:00:00 GMT http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/77580 2018-01-01T00:00:00Z