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標題: | 大型成熟企業的人才發展與傳承之個案研究 A Case Study on the Talent Development and Succession within a Large-Scale, Well-Established Organization |
作者: | Yu-Huang Chen 陳玉凰 |
指導教授: | 翁崇雄 |
關鍵字: | 人才發展,傳承,資通訊產業,個案研究,策略性人力資源, Talent Development,Succession,ICT Industry,Case Study,Strategic Human Resources, |
出版年 : | 2018 |
學位: | 碩士 |
摘要: | 企業要永續經營,除了要有好的企業文化與制度支持外,人才發展與傳承實為更重要的基礎工程;因此,建構良好的人才發展與傳承制度,將成為企業永續經營的重要課題。放眼台灣的資訊、通訊產業,經過四十多年的努力,硬體製造方面在全球市場上已經佔有舉足輕重的地位,但這些大型企業的創辦人,多數尚未完成接班的安排,也造成企業傳承上的隱憂。因此,本研究針對此一核心議題,以一家大型成熟電子硬體製造廠商為個案,探析其面對人才發展與接班傳承所採取的制度化過程,期能淬煉出有用的管理經驗,供其他面臨相同議題企業的參考。
本研究採取單一個案質性研究方法,以一家成立四十餘年大型集團企業為脈絡,透過訪談和次級資料的收集,總結歸納企業如何從人才發展與傳承的願景、經營理念、人才發展制度等方面,建構具有效的實務作法,使其在選、用、育、留各方面建立嚴謹評量與發展制度,並在人才發展和傳承上規劃出各級人員發展的藍圖,以作為企業人才庫培養的基礎。 根據此一深度的個案研究,本研究發現企業建立人才發展與傳承制度須根基於企業文化、經營策略,以及企業未來轉型、升級的方向,亦即須將人才管理融入經營管理制度架構中,方能產生具體成效。最後,高階主管須將人才發展結合到日常的經營管理活動,做出長期的承諾與落實,才能真正深化人才發展與傳承的基因。 To become a sustainable institution, a company not only needs sound management system with embedded and unique culture, but also requires to establish an effective talent development and succession system. Over the past four decades, Taiwan’s ICT industry has become prominent worldwide, but a large portion of corporate founders have still on decision positions, which gradually becomes an issue of sustainability of the focal company. Motivated by such a critical management issue, the present research attempts to explore how a large-scale, well-established company can fix the success problem through system design and institutionalization processes. Results from our research endeavor would be beneficial to many other companies as well. We select a large-scale, more than 40 years old electronics manufacturing group company for our in-depth case study. We collected secondary information from the company and third-party sources and primary interviews with key informants of the case company concerning the mission, vision, and goals for talent development as well as the underlying logic of talent management system. Our comprehensive case exploration eventually demonstrates an institutional framework embracing competence model, talent assessments and talent nurturing practices so that a talent pool for succession can be established. Our research results indicate that talent development and succession systems must be based in corporate culture, operational strategies, and most importantly, strategic directions of corporate transformation. Overall, talent management cannot be effective unless it can be embedded in the overall corporate operation framework, with consistent and strong commitments from the top. Implications and suggestions of our research are also discussed. |
URI: | http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/20229 |
DOI: | 10.6342/NTU201800271 |
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顯示於系所單位: | 資訊管理組 |
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