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  1. NTU Theses and Dissertations Repository
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請用此 Handle URI 來引用此文件: http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/93291
完整後設資料紀錄
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dc.contributor.advisor林明仁zh_TW
dc.contributor.advisorMing-Jen Linen
dc.contributor.author陳柏宇zh_TW
dc.contributor.authorPo-Yu Chenen
dc.date.accessioned2024-07-26T16:08:06Z-
dc.date.available2024-07-27-
dc.date.copyright2024-07-26-
dc.date.issued2024-
dc.date.submitted2024-07-23-
dc.identifier.citationBaker, G., Gibbs, M., and Holmstrom, B. (1994). The internal economics of the firm:Evidence from personnel data. The Quarterly Journal of Economics, 109(4):881–919.
Belenzon, S. and Tsolmon, U. (2016). Market frictions and the competitive advantage of internal labor markets. Strategic Management Journal, 37(7):1280–1303.
Cestone, G., Fumagalli, C., Kramarz, F., Pica, G., et al. (2016). Insurance between firms: The role of internal labor markets. Centre for Economic Policy Research. Dohmen, T. and Falk, A. (2011). Performance pay and multidimensional sorting: Productivity, preferences, and gender. American economic review, 101(2):556–590.
Heron, A. (2020). Women working longer eds goldin & katz, 2018, university of chicago press, chicago. book review for the journal of pension economics and finance. Journal of Pension Economics & Finance, 19(4):572–573.
Kahn, L. B. (2010). The long-term labor market consequences of graduating from college
in a bad economy. Labour economics, 17(2):303–316.
Kugler, A. D. and Saint-Paul, G. (2004). How do firing costs affect worker flows in a world with adverse selection? Journal of Labor Economics, 22(3):553–584.
Lazear, E. P. and Oyer, P. (2004). Internal and external labor markets: a personnel economics approach. Labour economics, 11(5):527–554.
LIN, M.-J. (2005). Opening the black box: the internal labor markets of company x. Industrial Relations: A Journal of Economy and Society, 44(4):659–706.
Liu, M.-S. and Liu, N.-C. (2021). Impact of human capital strategies on employee attitudes and behavior: a view of internal and external labor markets. International Journal of
Manpower, 42(5):756–776.
Munasinghe, L. (2006). Expectations matter: Job prospects and turnover dynamics. Labour Economics, 13(5):589–609.
Nguyen, C. (2020). The impact of training and development, job satisfaction and job performance on young employee retention. Job Satisfaction and Job Performance on Young Employee Retention (May 1, 2020).
Oreopoulos, P., Von Wachter, T., and Heisz, A. (2012). The short-and long-term career effects of graduating in a recession. American Economic Journal: Applied Economics, 4(1):1–29.
Paul, O. and Scott, S. (2011). Personnel economics: Hiring and incentives. In Handbook of labor economics, volume 4, pages 1769–1823. Elsevier. Tansel, A. and Gazîoğlu, Ş. (2014). Management-employee relations, firm size and job satisfaction. International journal of manpower, 35(8):1260–1275.
White, R. W. and Althauser, R. P. (1984). Internal labor markets, promotions, and worker skill: An indirect test of skill ilms. Social Science Research, 13(4):373–392.
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dc.identifier.urihttp://tdr.lib.ntu.edu.tw/jspui/handle/123456789/93291-
dc.description.abstract本研究針對台灣一家大型公司業務體系,深入探討其內部勞動市場的運作模式及其對業務員薪資收入的影響。內部勞動市場(Internal Labor Market, ILM)的有效運作對於提升員工忠誠度、工作滿意度以及整體組織績效至關重要。本研究收集了該公司 2003 年至 2023 年的內部數據,涵蓋員工的基本資訊、職級、薪資與獎金、銷售業績等,通過實證分析探討影響業務員薪資收入的主要因素。
研究結果顯示,內部晉升機制對於業務員的薪資收入具有顯著影響,業務員在晉升後的薪資收入顯著提升。此外,不同等級的業務員在收入結構和流動性上存在顯著差異,高等級業務員更多依賴培訓收入和獎金,而低等級業務員則主要依靠業務收入。培訓計畫的實施對於低等級業務員的晉升和留任率有明顯提升作用,證明完善的培訓計畫能夠幫助業務員更快適應工作並提高其工作績效。研究還發現內部勞動市場的靈活性和效率能夠使公司在面對市場變化和經濟衝擊時能夠快速調整和適應,這種靈活應變的能力有助於企業在動盪的市場環境中保持競爭力,從而促進公司的長期穩定發展。
zh_TW
dc.description.abstractThis study examines the operational model of the internal labor market (ILM) within the sales system of a large Taiwanese company and its impact on the salary income of sales agents. Effective operation of the ILM is crucial for enhancing employee loyalty, job satisfaction, and overall organizational performance. The study collected internal data from 2003 to 2023, including basic employee information, job grades, salaries and bonuses, and sales performance. Through empirical analysis, the study explores the main factors influencing the salary income of sales agents.
The research findings indicate that the internal promotion mechanism has a significant impact on the salary income of sales agents, with notable increases in salary income following promotions. Additionally, there are significant differences in income structure and mobility among sales agents of different grades. High-grade sales agents rely more on training income and bonuses, while low-grade sales agents mainly depend on sales in-
come. The implementation of training programs significantly improves the promotion and retention rates of low-grade sales agents, demonstrating that comprehensive training programs can help sales agents quickly adapt to their roles and enhance their job performance.
The study also finds that the flexibility and efficiency of the ILM enable the company to quickly adjust and adapt to market changes and economic shocks. This adaptability helps the company maintain competitiveness in a volatile market environment, thereby promoting long-term stable development.
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dc.description.provenanceSubmitted by admin ntu (admin@lib.ntu.edu.tw) on 2024-07-26T16:08:05Z
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dc.description.provenanceMade available in DSpace on 2024-07-26T16:08:06Z (GMT). No. of bitstreams: 0en
dc.description.tableofcontents口試委員審定書 i
致謝 ii
摘要 iii
Abstract iv
目次 vi
圖次 viii
表次 ix
第一章 前言 1
第二章 文獻回顧 3
第三章 樣本與資料 5
3.1 資料來源 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
3.2 資料背景 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
3.3 樣本 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
3.4 敘述性統計 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
第四章 業務人數趨勢︑等級轉換與收入概況 9
4.1 業務人數趨勢、等級與等級轉換 . . . . . . . . . . . . . . . . . . . . 9
4.1.1 業務人數趨勢 . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
4.1.2 業務人員等級 . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
4.1.3 業務人員等級流動情況 . . . . . . . . . . . . . . . . . . . . . . . 10
4.2 業務人員收入概況 . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12
4.2.1 整體業務員收入 . . . . . . . . . . . . . . . . . . . . . . . . . . . 12
4.2.2 不同等級業務員收入 . . . . . . . . . . . . . . . . . . . . . . . . 13
第五章 等級與人力資本對薪資︑獎金收入影響 21
5.1 業務人員等級、學歷與任職時間對收入影響 . . . . . . . . . . . . . 21
5.2 等級與薪資、獎金之間的關聯 . . . . . . . . . . . . . . . . . . . . . 26
5.3 等級之間與等級內部的變化 . . . . . . . . . . . . . . . . . . . . . . 30
第六章 入離職趨勢與同儕效應 33
6.1 業務人員入離職表現 . . . . . . . . . . . . . . . . . . . . . . . . . . 33
6.2 同儕效應 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35
第七章 結論與未來展望 39
7.1 結論 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39
7.2 未來展望 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40
參考文獻 41
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dc.language.isozh_TW-
dc.title內部勞動市場研究:以台灣某公司業務體系為例zh_TW
dc.titleInternal Labor Market Research : Case Study on the Business Framework of a Taiwanese Companyen
dc.typeThesis-
dc.date.schoolyear112-2-
dc.description.degree碩士-
dc.contributor.coadvisor陳由常zh_TW
dc.contributor.coadvisorYu-Chang Chenen
dc.contributor.oralexamcommittee陳冠銘;莊雅婷zh_TW
dc.contributor.oralexamcommitteeKuan-Ming Chen;Ya-Ting Chuangen
dc.subject.keyword內部勞動市場,業務員,薪酬管理,職業發展,zh_TW
dc.subject.keywordInternal Labor Market,Salespeople,Salary Management,Career Development,en
dc.relation.page42-
dc.identifier.doi10.6342/NTU202402003-
dc.rights.note同意授權(限校園內公開)-
dc.date.accepted2024-07-23-
dc.contributor.author-college社會科學院-
dc.contributor.author-dept經濟學系-
dc.date.embargo-lift2029-07-22-
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