Publications-Theses
Article View/Open
Publication Export
-
題名 影響專案管理培訓課程委外滿意度因素之研究
A Study of Satisfaction Factors of Project Management Training Course Outsourcing作者 盧鄭麟
Lu, Cheng-Lin貢獻者 詹文男
Zhan, Wennan
盧鄭麟
Lu, Cheng-Lin關鍵詞 專案管理
國際專案管理師
外包
成人教育
STP
4P
Project Management
PMP
Outsourcing
Adult Education
STP
4P日期 2018 上傳時間 5-Jul-2018 16:49:42 (UTC+8) 摘要 企業進行專案管理培訓課程委外辦理有幾個常見的原因，包括：外部講師教學手法多元精彩，有助於學習吸收；想學習外部講師的知識、經驗、技術；以借助外部講師公正客觀性推動組織專案管理變革；內部缺乏專業教學師資；內部缺乏專案管理方面專家；外部承包商比較專業；讓內部同仁專注在本業工作等。但是，委外辦理專案管理培訓課程並非是個萬靈丹，仍有許多配套措施需要考量，才能讓委外辦理專案管理培訓課程得到高滿意度，進而提昇企業/組織的競爭力。本研究提出以下的建議，以確保專案管理培訓課程委外辦理之成效與滿意度，提供企業/組織進行專案管理培訓課程委外辦理時的決策與成效追蹤參考依據，並提供專案管理培訓課程服務提供者的行銷策略參考。此些建議包括尋找對課程需求有掌握能力且可配合課程內容客製化的承包公司、聘請教學手法豐富多元且實務經歷豐富的外部講師授課、相關部門決策主管需優先上課、課堂學員組成需跨部門/團隊、課堂時間安排至少為一天（含）或以上、課堂人數以21-30人為佳、課堂座位安排以分組形式搭配相應之演練與互動為佳、學員課後成效評量方式需學員自評與主管設定績效考核KPI兩路並行、擴大專案管理類培訓課程的時數與預算等。
The reasons of outsourcing enterprise’ project-management training courses include, but not limited to, the following items: leveraging outside trainer’s excellent training and coaching skills to facilitate the learning; learning from outside trainer’s rich knowledge, skills, and experiences; To ease the project management improvement in the organization by way of the outside trainer’s 3rd party objective opinions; lacking of professional trainers in the organization; lacking of project management experts in the organization; leveraging outside service providers’ profession; putting employees’ focus on their own professionals, etc. But outsourcing the project-management training course is not a cure-all, we still need to consider lots of supporting measures to make it success with high satisfaction, and thus to improve the capability of the organization.The results of this study shows the supporting measures enterprises/organizaitons need to ensure the success of the project-management training course outsourcing, and to support the outsourcing decision-making and the suggestion of the marketing strategy to service providers. Theses supporting measures include: sourcing good service proivders; hiring solid-and-experienced outside lecturers with rich teaching and coaching skills; forcing line-managers to be trained first; arrainging cross-department students; designing courses with at least 6 to 7 hours or above per class; no less than 20 and no more than 30 students per class; grouping students in a class to facilitate the learning by hands-on excerises; asking for self-apprasal of the effectiveness of the training and putting them to the year-end performance-reviw; raising the budget and the time of the project-management training courses, etc.參考文獻 一、中文部分MBAlib.com，4P理論，2014年8月21日，檢自：http://wiki.mbalib.com/zh-tw/4Ps营销理论MBAlib.com，STP理論，2016年10月12日，檢自：http://wiki.mbalib.com/zh-tw/STP理论王清旺（2002）。台灣大企業教育訓練與委外訓練之研究。未出版碩士論文，台灣科技大學，管理研究所，台北市。王全得（2003）。成人教育的學習型態、動機和滿意度相關性研究--以國立高雄餐旅學院推廣教育技藝班為例。義守大學，管理科學研究所，高雄市。王宗斌（1999）。訓練方式、電腦自我效能即學習型態對學習績效的影響-網頁設計實地實驗。未出版碩士論文，中央大學，資訊管理研究所，桃園市。李志祥（1999）。企業人力資源管理活動外包之研究。未出版碩士論文，中興大學，企業管理研究所，台北市。柯金龍（1989）。企業內訓練發展需要評估之研究。未出版之碩士論文，台灣師範大學，工業教育研究所，台北市。洪千惠（1993）。企業教育訓練制度與經營績效之相關研究及評估。未出版之碩士論文，淡江大學，管理科學研究所，台北市。洪順慶（2014）。行銷管理。台北：新陸。范慧乾（2015）。專案治理暨專案管理分際之探討。國立臺灣大學，管理學院碩士在職專班會計與管理決策組，台北市。許宏明（1995）。高科技產業的教育訓練制度與組織績效之相關性研究。所未出版之碩士論文，中央大學，企業管理研究所，桃園市。陳吟旭（1999）。台灣大型企業教育訓練外包之研究。未出版之碩士論文，中正大學，勞工研究所，嘉義縣。陳威良，談PMP的價值，2017年9月1日，檢自：http://www.pmi.org.tw/Dynamic/detail?Code=news&page=643陳麗琇（2003）。高科技產業教育訓練功能委外之研究～以新竹科學園區為例。國立中山大學，人力資源管理研究所，高雄市。溫金豐（1992）。企業教育訓練實施與績效之研究--由外在環境、組織特性及經營策略。未出版之碩士論文，中山大學，企業管理研究所，高雄市。黃英忠（1999）。現代人力資源管理。台北：華泰。黃誌瑩（2001）。教育訓練制度規劃之個案研究。未出版之碩士論文，中央大學，人力資源管理研究所，桃園市。鄔文萍（2000）。我國大學推廣教育發展之探討。未出版碩士論文，東吳大學，企業管理研究所，台北市。蔡旭昇（1999）。企業訓練與發展。就業與訓練，3-7。蔡菁菁（1993）。企管顧問公司提供企業訓練之現況檢討。未出版之碩士論文，中正大學，勞工研究所，嘉義縣。 二、英文部分Atkinson, P. E., (1999）. Outsourcing human resources. Enfield: Management Services, 43, 20.Beatty, R.W. & Schneier, C.E. （1997）. New HR roles to impact organizational performance: Form partners to players. Human Resource Management, 36, 29-37.Cook, M. F., (1999). Outsourcing human resource functions, New York: AMACOM.De Rose, G. J. & McLaughlin, J., (1995). Outsourcing through partnerships. Alexandria: Training &Development, 49, 51.Furnham, (1997). Fire the training Deptarement, Across The Board, 34, 9-10.Foxman, N., (1994). Succeeding in Outsourcing: Cultivate the Outsourcing Relationship, Information Systems Management, 77-80.Gainey, Thomas W. & Klass, Brian S., (2003). The Outsourcing of Training and Development: Factors Impacting Client Satisfaction. Journal of Management, 29(2): 207-229.Gephart, M. A., (1995). The Road to High Performance. Training and Development, 49(6), 29-39.Gilley, K. M. & Rasheed, A., (2000). Making more by doing less: An analysis of outsourcing and its effects on firm performance, Journal of Management, 26, 763-790.Greaver II, Maurice F., (1999). Stragetic Outsourcing - A Structured Approach to Outsourcing Decisions and Initiatives, New York: 294Greer, C. R., Youngblood, S. A. & Gray, D. A., (1999). Human resource management outsourcing: The make or buy decision, Academy of management Executive, 13, 85-96.Husen, T. & Postlethwaite T. N. (eds.), （1985）. The International Encyclopedia of Education, New York: Pergamon Press.Klopack, Thmoas G., (2000). Strategic outsourcing: Balancing the risks and the benefits, Strategic focus, 5, 157.Knoke, D. & Janowiec-Kurle, L., (1999). Make or buy: The externalization of company job training, Research in the Sociology of Organizations, 16, 85-106.Labbs, Jennifer, (1993). Successful Outsourcing Depend on Critical Factors. Personal Journal, 3, 51-60.Lewin, K.（1936）. Principles of Topological Psychology, New York: McGraw-Hill.Likert, Rensis, (1932). A Technique for the Measurement of Attitudes. Archives of Psychology, no. 140, 1–55.Moore, M. L. & Dutton, P., (1978). Training needs analysis: review and critique,Academy of Management Review, July, 532-545.Nadler, L., (1980). Corporate Human Resources Development, New York: Van Nostrand.Noe, Ratmond A., (1998). Employee Training & Development, New York: McGraw-Hill.Philip Kotler, Gary Armstrong, Ang Swee Hoon, Leong Siew Meng, Tan Chin Tiong, Oliver Yau, (2008). Principles of Marketing: A Global Perspective, London: Pearson Education.PMI: Project Management Professional (PMP)®, Retrieved March 2018, from : https://www.pmi.org/Reinhold. Project Management Institute （2013）. A guide to the project management body of knowledge (PMBOK® guide) -- Fifth edition, USA: Project Management InstituteRita F. Pierson: Every kid needs a champion, Retrieved May 2013, from: https://www.ted.com/talks/rita_pierson_every_kid_needs_a_championSammer, Joanne, (1998). Using the business case for training outsourcing, Yarmouth: Service News, 18, 17.Shy, O. & Stenbacka, R., (2003). Strategic outsourcing, Journal of Economic Behavior & Organization, 50(2), 203-244Storey, D. J, (2002). Education training and development policies and practices in medium-sized companies in the UK: do they really influence firm performance? Omega (The International Journal of Management Science), 30, 249-264.William D. Perreault Jr., Joseph P. Cannon Assistant Professor, E. Jerome McCarthy, (2014). BASIC MARKETING: A Marketing Strategy Planning Approach 19th Edition, New York: McGraw-Hill. 描述 碩士
國立政治大學
經營管理碩士學程(EMBA)
104932105資料來源 http://thesis.lib.nccu.edu.tw/record/#G0104932105 資料類型 thesis dc.contributor.advisor 詹文男 zh_TW dc.contributor.advisor Zhan, Wennan en_US dc.contributor.author (Authors) 盧鄭麟 zh_TW dc.contributor.author (Authors) Lu, Cheng-Lin en_US dc.creator (作者) 盧鄭麟 zh_TW dc.creator (作者) Lu, Cheng-Lin en_US dc.date (日期) 2018 en_US dc.date.accessioned 5-Jul-2018 16:49:42 (UTC+8) - dc.date.available 5-Jul-2018 16:49:42 (UTC+8) - dc.date.issued (上傳時間) 5-Jul-2018 16:49:42 (UTC+8) - dc.identifier (Other Identifiers) G0104932105 en_US dc.identifier.uri (URI) http://nccur.lib.nccu.edu.tw/handle/140.119/118395 - dc.description (描述) 碩士 zh_TW dc.description (描述) 國立政治大學 zh_TW dc.description (描述) 經營管理碩士學程(EMBA) zh_TW dc.description (描述) 104932105 zh_TW dc.description.abstract (摘要) 企業進行專案管理培訓課程委外辦理有幾個常見的原因，包括：外部講師教學手法多元精彩，有助於學習吸收；想學習外部講師的知識、經驗、技術；以借助外部講師公正客觀性推動組織專案管理變革；內部缺乏專業教學師資；內部缺乏專案管理方面專家；外部承包商比較專業；讓內部同仁專注在本業工作等。但是，委外辦理專案管理培訓課程並非是個萬靈丹，仍有許多配套措施需要考量，才能讓委外辦理專案管理培訓課程得到高滿意度，進而提昇企業/組織的競爭力。本研究提出以下的建議，以確保專案管理培訓課程委外辦理之成效與滿意度，提供企業/組織進行專案管理培訓課程委外辦理時的決策與成效追蹤參考依據，並提供專案管理培訓課程服務提供者的行銷策略參考。此些建議包括尋找對課程需求有掌握能力且可配合課程內容客製化的承包公司、聘請教學手法豐富多元且實務經歷豐富的外部講師授課、相關部門決策主管需優先上課、課堂學員組成需跨部門/團隊、課堂時間安排至少為一天（含）或以上、課堂人數以21-30人為佳、課堂座位安排以分組形式搭配相應之演練與互動為佳、學員課後成效評量方式需學員自評與主管設定績效考核KPI兩路並行、擴大專案管理類培訓課程的時數與預算等。 zh_TW dc.description.abstract (摘要) The reasons of outsourcing enterprise’ project-management training courses include, but not limited to, the following items: leveraging outside trainer’s excellent training and coaching skills to facilitate the learning; learning from outside trainer’s rich knowledge, skills, and experiences; To ease the project management improvement in the organization by way of the outside trainer’s 3rd party objective opinions; lacking of professional trainers in the organization; lacking of project management experts in the organization; leveraging outside service providers’ profession; putting employees’ focus on their own professionals, etc. But outsourcing the project-management training course is not a cure-all, we still need to consider lots of supporting measures to make it success with high satisfaction, and thus to improve the capability of the organization.The results of this study shows the supporting measures enterprises/organizaitons need to ensure the success of the project-management training course outsourcing, and to support the outsourcing decision-making and the suggestion of the marketing strategy to service providers. Theses supporting measures include: sourcing good service proivders; hiring solid-and-experienced outside lecturers with rich teaching and coaching skills; forcing line-managers to be trained first; arrainging cross-department students; designing courses with at least 6 to 7 hours or above per class; no less than 20 and no more than 30 students per class; grouping students in a class to facilitate the learning by hands-on excerises; asking for self-apprasal of the effectiveness of the training and putting them to the year-end performance-reviw; raising the budget and the time of the project-management training courses, etc. en_US dc.description.tableofcontents 摘要 iＡｂｓｔｒａｃｔ ii表目錄 v圖目錄 vii第一章 緒論 1 第一節 研究背景與動機 1 第二節 研究目的與研究問題 6 第三節 名詞釋義 6 第四節 研究範圍 7 第五節 論文結構與研究步驟 7第二章 文獻探討 10 第一節 專案管理 10 第二節 培訓課程委外 16 第三節 成人教育訓練 19 第四節 行銷理論 22第三章 研究方法 25 第一節 研究架構 25 第二節 研究變項 35 第三節 研究方法與研究工具 46 第四節 資料分析方法 49 第五節 研究限制 49第四章 研究結果 50 第一節 樣本資料整理 50 第二節 樣本基本資料分析 51 第三節 專案管理培訓課程的辦理程度 61 第四節 組織特性與專案管理培訓課程的辦理與否 66 第五節 專案管理培訓課程的委外程度 79 第六節 專案管理培訓課程委外滿意度 87第五章 結論與建議 99 第一節 結論 99 第二節 建議 111參考文獻 116附錄一：問卷 121附錄二：追加問卷問題 128 zh_TW dc.format.extent 1607027 bytes - dc.format.mimetype application/pdf - dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0104932105 en_US dc.subject (關鍵詞) 專案管理 zh_TW dc.subject (關鍵詞) 國際專案管理師 zh_TW dc.subject (關鍵詞) 外包 zh_TW dc.subject (關鍵詞) 成人教育 zh_TW dc.subject (關鍵詞) STP zh_TW dc.subject (關鍵詞) 4P zh_TW dc.subject (關鍵詞) Project Management en_US dc.subject (關鍵詞) PMP en_US dc.subject (關鍵詞) Outsourcing en_US dc.subject (關鍵詞) Adult Education en_US dc.subject (關鍵詞) STP en_US dc.subject (關鍵詞) 4P en_US dc.title (題名) 影響專案管理培訓課程委外滿意度因素之研究 zh_TW dc.title (題名) A Study of Satisfaction Factors of Project Management Training Course Outsourcing en_US dc.type (資料類型) thesis en_US dc.relation.reference (參考文獻) 一、中文部分MBAlib.com，4P理論，2014年8月21日，檢自：http://wiki.mbalib.com/zh-tw/4Ps营销理论MBAlib.com，STP理論，2016年10月12日，檢自：http://wiki.mbalib.com/zh-tw/STP理论王清旺（2002）。台灣大企業教育訓練與委外訓練之研究。未出版碩士論文，台灣科技大學，管理研究所，台北市。王全得（2003）。成人教育的學習型態、動機和滿意度相關性研究--以國立高雄餐旅學院推廣教育技藝班為例。義守大學，管理科學研究所，高雄市。王宗斌（1999）。訓練方式、電腦自我效能即學習型態對學習績效的影響-網頁設計實地實驗。未出版碩士論文，中央大學，資訊管理研究所，桃園市。李志祥（1999）。企業人力資源管理活動外包之研究。未出版碩士論文，中興大學，企業管理研究所，台北市。柯金龍（1989）。企業內訓練發展需要評估之研究。未出版之碩士論文，台灣師範大學，工業教育研究所，台北市。洪千惠（1993）。企業教育訓練制度與經營績效之相關研究及評估。未出版之碩士論文，淡江大學，管理科學研究所，台北市。洪順慶（2014）。行銷管理。台北：新陸。范慧乾（2015）。專案治理暨專案管理分際之探討。國立臺灣大學，管理學院碩士在職專班會計與管理決策組，台北市。許宏明（1995）。高科技產業的教育訓練制度與組織績效之相關性研究。所未出版之碩士論文，中央大學，企業管理研究所，桃園市。陳吟旭（1999）。台灣大型企業教育訓練外包之研究。未出版之碩士論文，中正大學，勞工研究所，嘉義縣。陳威良，談PMP的價值，2017年9月1日，檢自：http://www.pmi.org.tw/Dynamic/detail?Code=news&page=643陳麗琇（2003）。高科技產業教育訓練功能委外之研究～以新竹科學園區為例。國立中山大學，人力資源管理研究所，高雄市。溫金豐（1992）。企業教育訓練實施與績效之研究--由外在環境、組織特性及經營策略。未出版之碩士論文，中山大學，企業管理研究所，高雄市。黃英忠（1999）。現代人力資源管理。台北：華泰。黃誌瑩（2001）。教育訓練制度規劃之個案研究。未出版之碩士論文，中央大學，人力資源管理研究所，桃園市。鄔文萍（2000）。我國大學推廣教育發展之探討。未出版碩士論文，東吳大學，企業管理研究所，台北市。蔡旭昇（1999）。企業訓練與發展。就業與訓練，3-7。蔡菁菁（1993）。企管顧問公司提供企業訓練之現況檢討。未出版之碩士論文，中正大學，勞工研究所，嘉義縣。 二、英文部分Atkinson, P. E., (1999）. Outsourcing human resources. Enfield: Management Services, 43, 20.Beatty, R.W. & Schneier, C.E. （1997）. New HR roles to impact organizational performance: Form partners to players. Human Resource Management, 36, 29-37.Cook, M. F., (1999). Outsourcing human resource functions, New York: AMACOM.De Rose, G. J. & McLaughlin, J., (1995). Outsourcing through partnerships. Alexandria: Training &Development, 49, 51.Furnham, (1997). Fire the training Deptarement, Across The Board, 34, 9-10.Foxman, N., (1994). Succeeding in Outsourcing: Cultivate the Outsourcing Relationship, Information Systems Management, 77-80.Gainey, Thomas W. & Klass, Brian S., (2003). The Outsourcing of Training and Development: Factors Impacting Client Satisfaction. Journal of Management, 29(2): 207-229.Gephart, M. A., (1995). The Road to High Performance. Training and Development, 49(6), 29-39.Gilley, K. M. & Rasheed, A., (2000). Making more by doing less: An analysis of outsourcing and its effects on firm performance, Journal of Management, 26, 763-790.Greaver II, Maurice F., (1999). Stragetic Outsourcing - A Structured Approach to Outsourcing Decisions and Initiatives, New York: 294Greer, C. R., Youngblood, S. A. & Gray, D. A., (1999). Human resource management outsourcing: The make or buy decision, Academy of management Executive, 13, 85-96.Husen, T. & Postlethwaite T. N. (eds.), （1985）. The International Encyclopedia of Education, New York: Pergamon Press.Klopack, Thmoas G., (2000). Strategic outsourcing: Balancing the risks and the benefits, Strategic focus, 5, 157.Knoke, D. & Janowiec-Kurle, L., (1999). Make or buy: The externalization of company job training, Research in the Sociology of Organizations, 16, 85-106.Labbs, Jennifer, (1993). Successful Outsourcing Depend on Critical Factors. Personal Journal, 3, 51-60.Lewin, K.（1936）. Principles of Topological Psychology, New York: McGraw-Hill.Likert, Rensis, (1932). A Technique for the Measurement of Attitudes. Archives of Psychology, no. 140, 1–55.Moore, M. L. & Dutton, P., (1978). Training needs analysis: review and critique,Academy of Management Review, July, 532-545.Nadler, L., (1980). Corporate Human Resources Development, New York: Van Nostrand.Noe, Ratmond A., (1998). Employee Training & Development, New York: McGraw-Hill.Philip Kotler, Gary Armstrong, Ang Swee Hoon, Leong Siew Meng, Tan Chin Tiong, Oliver Yau, (2008). Principles of Marketing: A Global Perspective, London: Pearson Education.PMI: Project Management Professional (PMP)®, Retrieved March 2018, from : https://www.pmi.org/Reinhold. Project Management Institute （2013）. A guide to the project management body of knowledge (PMBOK® guide) -- Fifth edition, USA: Project Management InstituteRita F. Pierson: Every kid needs a champion, Retrieved May 2013, from: https://www.ted.com/talks/rita_pierson_every_kid_needs_a_championSammer, Joanne, (1998). Using the business case for training outsourcing, Yarmouth: Service News, 18, 17.Shy, O. & Stenbacka, R., (2003). Strategic outsourcing, Journal of Economic Behavior & Organization, 50(2), 203-244Storey, D. J, (2002). Education training and development policies and practices in medium-sized companies in the UK: do they really influence firm performance? Omega (The International Journal of Management Science), 30, 249-264.William D. Perreault Jr., Joseph P. Cannon Assistant Professor, E. Jerome McCarthy, (2014). BASIC MARKETING: A Marketing Strategy Planning Approach 19th Edition, New York: McGraw-Hill. zh_TW dc.identifier.doi (DOI) 10.6814/THE.NCCU.EMBA.017.2018.F08 -
