| dc.contributor.advisor | 黃家齊 | zh_TW |
| dc.contributor.advisor | Huang, Chia-Chi | en_US |
| dc.contributor.author (Authors) | 洪千惠 | zh_TW |
| dc.contributor.author (Authors) | Hong, Qian-Hui | en_US |
| dc.creator (作者) | 洪千惠 | zh_TW |
| dc.creator (作者) | Hong, Qian-Hui | en_US |
| dc.date (日期) | 2021 | en_US |
| dc.date.accessioned | 1-七月-2021 18:31:53 (UTC+8) | - |
| dc.date.available | 1-七月-2021 18:31:53 (UTC+8) | - |
| dc.date.issued (上傳時間) | 1-七月-2021 18:31:53 (UTC+8) | - |
| dc.identifier (Other Identifiers) | G0107932047 | en_US |
| dc.identifier.uri (URI) | http://nccur.lib.nccu.edu.tw/handle/140.119/135950 | - |
| 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) | 107932047 | zh_TW |
| dc.description.abstract (摘要) | 人力資源管理為檢視企業本身所需的人才策略，透過策略制定、落實管理來建構企業的組織競爭力，塑造企業競爭優勢。個案公司透過精實的打造中高階經營團隊，為企業的整體競爭優勢達到提升的作用。本研究針對專業經理人員之本職學能相關的培育、績效導向管理能力、領導面、管理面、溝通面能力的建立進行深入探討。研究結果顯示，策略人才管理需從策略面對準開始，讓經理人員認同公司之策略目的、目標，產生對公司的向心力與使命感，策略執行融入年度工作計畫之中，設定計畫執行時所需要關鍵績效指標（KPI, Key Performance Index），並依KPI進行績效考核，以期策略可以被落實執行，達到預期的效果。再從工作說明書開始一步步執行人力資源管理工作，為企業量身打造所需要人才。再經由MAP管理才能評鑑(Managerial Assessment of Proficiency)工具，釐清管理人員個人在各項關鍵管理能力，進而可以個別給予進行輔導、補強。關鍵管理能力、本職學能透過任務小組設置就管理現象所呈現的特定問題進行輔導改善，確保組織與管理者關鍵能力足以勝任公司策略目標之挑戰。從確認培訓需求開始，實施組織與管理者之精進方案。透過不斷精進，塑造經理人員必須的領導、管理與溝通能力。透過落實企業人才策略，打造精實經營團隊，建構企業競爭優勢。 | zh_TW |
| dc.description.abstract (摘要) | Human resource management is to examine the talent strategy required by the enterprise itself, and construct the organizational competitiveness of the enterprise through strategy formulation and implementation management, and shape the competitive advantage of the enterprise. The company in the case can improve the overall competitive advantage of the company by carefully building a mid-to-high-level management team.This research focuses on the establishment of professional managers` professional academic ability-related training, performance-oriented management ability, leadership, management, and communication skills.The research results show that strategic talent management needs to start with strategic alignment, allowing managers to agree with the company’s strategic goals and objectives, and generate a sense of centripetal force and mission for the company. Strategy execution is integrated into the annual work plan, and the execution time of the plan is set. The required key performance indicators (KPI, Key Performance Index), and perform performance appraisal according to KPI, so that the strategy can be implemented and executed to achieve the desired effect.Starting from the job description, perform human resource management step by step, and tailor the required talents for the enterprise. Then through the MAP management ability assessment (Managerial Assessment of Proficiency) tool, to clarify the individual key management abilities of the managers, and then can give individual counseling and reinforcement. Key management ability and professional learning ability through task group setting to counsel and improve specific problems presented by management phenomena, to ensure that the key capabilities of the organization and managers are sufficient to meet the challenges of the company`s strategic goals.Starting from confirming the training needs, implement the improvement plan of the organization and management. Through continuous improvement, shape the leadership, management and communication skills necessary for managers. Through the implementation of the corporate talent strategy, build a lean management team, and build a corporate competitive advantage. | en_US |
| dc.description.tableofcontents | 第一章 緒論 9第一節 研究背景與動機 9第二節 研究問題與目的 10第三節 章節架構 11第二章 文獻探討 13第一節 文獻回顧 13第二節 職能與人格特質 13第三節 訓練系統與訓練評估工具 15第四節 文化與績效管理 24第五節 接班計畫 26第三章 研究方法 29第一節 研究設計 29第二節 資料蒐集 30第三節 資料分析 35第四節 個案選擇 36第四章 研究結果 40第一節 經理人培育發展計畫 40第二節 不同面向所面臨之挑戰與解決方案 43第三節 實施計畫 74第五章 結論與建議 88第一節 研究結論 88第二節 研究實務建議 92第三節 研究限制 96參考文獻 97 | zh_TW |
| dc.format.extent | 4764798 bytes | - |
| dc.format.mimetype | application/pdf | - |
| dc.source.uri (資料來源) | http://thesis.lib.nccu.edu.tw/record/#G0107932047 | en_US |
| dc.subject (關鍵詞) | 經理人培訓 | zh_TW |
| dc.subject (關鍵詞) | 策略對準 | zh_TW |
| dc.subject (關鍵詞) | 本職學能 | zh_TW |
| dc.subject (關鍵詞) | 工作說明書 | zh_TW |
| dc.subject (關鍵詞) | 領導力 | zh_TW |
| dc.subject (關鍵詞) | 管理力 | zh_TW |
| dc.subject (關鍵詞) | Manager training | en_US |
| dc.subject (關鍵詞) | Strategic alignment | en_US |
| dc.subject (關鍵詞) | Professional learning ability | en_US |
| dc.subject (關鍵詞) | Job description | en_US |
| dc.subject (關鍵詞) | Leadership | en_US |
| dc.subject (關鍵詞) | Management | en_US |
| dc.title (題名) | 經理人培育之人才發展計畫 -以驊宏資通集團為例 | zh_TW |
| dc.title (題名) | Talent development plan for manager cultivation: Azion Co., Ltd. as an example | en_US |
| dc.type (資料類型) | thesis | en_US |
| dc.relation.reference (參考文獻) | 壹、中文參考文獻（一） 書籍1. 司徒達賢（1999）。策略管理（第二版）。台北：遠流出版事業股份有限公司。2. 黃良志、黃家齊、溫金豐、廖文志、韓志翔 (2007)。人力資源管理: 理論與實務。台北：華泰文化。3. 黃良志、黃家齊、溫金豐、廖文志、韓志祥（2013）。人力資源管理：基礎與應用(第三版)。台北：華泰文化。4. 房美玉, 蔡維奇, 林文政, 黃同圳, 劉念琪, 王群孝, 葉穎蓉, 陳春希, 陸洛, 鄭晉昌, 胡昌亞, 李誠（2020）。 人力資源管理的 12 堂課 (第五版)。台北：天下遠見出版。（二） 網際網路1. 驊宏資通 https://www.azion.com.tw/ ，最後閱覽日期109年12月2. 勞動部勞動法令查詢系統https://laws.mol.gov.tw/FLAW/FLAWDAT01.aspx?id=FL059439 ，最後閱覽日期109年12月貳、 英文參考文獻（一） Journals1. Barrick, M. R., & Mount, M. K. 1991. The big five personality dimensions and job performance: a meta‐analysis. Personnel psychology, 44(1): 1-26.2. Bartram, D. 2005. The Great Eight competencies: a criterion-centric approach to validation. Journal of applied psychology, 90(6): 1185.3. Hatch, M. J. 1993. The Dynamics of Organizational Culture. The Academy of Management review, 18(4): 657.4. Chatman, J. A. & John, K. A. (1994). Assessing the Relationship between Industry Characteristics and Organizational Culture: How Different Can You Be？.Academy of Management Journal, 37(3):522-553.5. Schmit, M. J., Kihm, J. A., & Robie, C. 2000. Development of a global measure of personality. Personnel Psychology, 53(1): 153-193.6. Shadur, M. A., Kienzle, R., & Rodwell, J. J. 1999. The Relationship between Organizational Climate and Employee Perceptions of Involvement: The Importance of Support. Group & organization management, 24(4): 479-503. | zh_TW |
| dc.identifier.doi (DOI) | 10.6814/NCCU202100466 | en_US |
