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題名 企業轉型下人才發展機制之因應調整：以家登精密為例
Human resource development practices in business transformation : A case study of Gudeng Precision作者 林芷緹
Lin, Zhi-Ti貢獻者 黃家齊
Huang, Jia-Chi
林芷緹
Lin, Zhi-Ti關鍵詞 企業轉型
人才發展
人才培育
Business Transformation
Human Development
Talent Cultivation日期 2021 上傳時間 4-Aug-2021 16:36:38 (UTC+8) 摘要 隨著全球經濟景氣多變、資訊科技越趨發達，導致國際化趨勢更為顯著，外在環境的劇烈變化趨使產業環境快速波動、競爭更為激烈，對企業長期經營帶來關鍵性之影響。面對世界地球村之全球化挑戰，策略轉型且進一步升級成為企業所需面對的共同課題。當企業因時代更迭遭遇經營困境，則必須藉由策略轉型重新創造屬於自己的競爭優勢，又企業轉型成功關鍵因素為人才發展機制之配置與調整。本個案研究以國內知名半導體產業且具代表性之策略轉型成功之企業家登精密作為研究對象，採深度訪談法引導內容並蒐集內部歷史資料作進一步分析探討。個案公司初期採取「大募集、大淘汰」之人才發展機制，大幅引進半導體業界優秀人才，加入家登團隊與舊有組織成員交流，過程間因組織文化磨合、深固之業界習慣差異甚至組織變革之衝突，導致組織成員紛紛離去。前期個案公司將此一過程視為公司去蕪存菁的必經之路，也從此一成員頻繁流動的過程中逐漸了解找到屬於家登文化的特質。後期家登精密便透過該試煉歷程發展出家登專屬之（一）人才培訓計畫，由創辦人親自授課、（二）儲備幹部計畫，自行培養具家登管理思維人才、（三）產學計畫，滿足快速擴張之製造缺口、（四）個人績效管理發展制度，結合公司發展目標及願景、（五）晉升機制，鼓勵員工持續精進、（六）核心價值之落實，健全人才發展機制系統。此外，也將核心價值落實推廣在內部三大重大活動、最感恩最讚美員工評選以及優良員工選拔，傳遞至組織內部每位成員，引導組織成員對公司核心理念之認同，進而更加適應組織文化與工作模式，降低員工離職率。藉由個案研究分析探討當「企業轉型」之下，內部「人才發展機制」應該如何因應調整，以提升企業組織績效。當一組織進行企業轉型策略，如何透過人才發展機制的配置與調適，使組織轉型能順利推行，成功克服內、外在環境的競爭達成轉型績效。
As the global economic prosperity becomes varied and flourishing information technology, the internationalization has become more pronounced. The external environment changes drastic and caused the industries fluctuate and compete rapidly. These critical factors bring impact on long-range business of the company.To face the challenges on the globalization, strategy transformation and industry upgrade had become common task to all of the company. When the company was in the operational dilemma, it must take strategic actions to transfer and rebuild their own competitive advantage. And the key factor to successfully transfer the industry is the configuration and adjustment of the human resources development practice. Therefore, this study will use the famous semiconductor company Gudeng Precision as subjects, which had successfully transferred the strategy. This research will analyze the adjustment of human resources development practice under the industry transformation by using depth interview and collecting history data.Gudeng Precision had implemented a human resource development practice, which was called “ Higher-recruitment and Huger-elimination” to dramatically recruit elites at the beginning. After run-in with the colleagues, some of employee left because of corporate culture adaptation issue and organizational change and conflict.This process was considered to be the only way to separate the wheat from the chaff for the company. Gudeng Precision had found their own Gudeng culture and characteristic of enterprise during this process. The perfect human resource development system also had completed by this process. First, human talent training by establisher; Second, management trainee program for cultivating Gudeng’s own management thinking; Third, industry- academia collaboration program for filling the over-expansion manufacture vacancy; Forth, performance evaluation development system and integrating corporate development targets and visions; Fifth, promotion mechanism and encouraging employee to keep improving themselves; Sixth, implementing Gudeng ‘s core value. Besides, the core value has been implemented and transmitted internally by three major activities: employee sports day; the most grateful staff evaluation; the best employee selection. Guiding whole members to identify with the core concept of the company, and adapting more in the corporate culture and working mode to lower employee turnover rates.Based on the analysis of this case to discuss about how to deploy and adjust human resource development mechanism, improving corporate performance effectively, and conquering internal and external competitive environment for a successful enterprise transformation.參考文獻 一、中文文獻1. 上田惇生、齊思賢譯（2005）彼得．杜拉克原著。杜拉克思想精粹--變革的哲學。台北：商周。2. 天下雜誌（2015） 。6個步驟 讓轉型成功，天下雜誌2015年4月期刊3. 江金龍譯（1988）瀧澤正雄、筒井信行原著。成功的企業轉型-中小企業如何脫胎換骨。尖端出版社。4. 吳江林（1990）。台灣地區機械業轉型經營策略之研究─以CNC 工具機為實證，中興大學企業管理研究所碩士論文，臺中市。5. 吳芝儀、廖梅花（2001）。質性研究入門：紮根理論研究方法。嘉義：濤石。6. 李欣怡（2018）。中小型家族企業轉型策略之探討。國立中山大學管理學院高階經營碩士學程在職專班碩士論文，高雄市。7. 李為仁（1990）。電子業轉型之環境、策略與關鍵性成功要素研究，台灣科技大學工程技術研究所碩士論文，台北市。8. 周文祥譯 （1998）彼得．杜拉克原著。巨變時代的管理。台北：中天。9. 周佳欣（1997）。台灣中小企業策略性轉型之研究。東吳大學企業管理研究所碩士論文，台北市。10. 林建煌（2003）。策略管理。台北：智勝。11. 林添瑞（2013）。中小企業轉型之人才發展機制探討－以G公司為例。國立政治大學商學院經營管理碩士學程全球企業家組碩士論文，台北市。12. 林溫正（2000）。台灣傳統集團企業轉型策略之研究。台灣大學國際企業管理研究所碩士論文，台北市。13. 孫鈴萍（2004)。台灣傳統製造業轉型成長之策略性人力資源管理，國立中山大學人力資源管理研究所碩士論文，高雄市。14. 翁望回（1997）。中小企業的策略性轉型-台灣案例，華夏文化與現代管理。國際學術研討會論文集，頁50-61，香港：城市大學。15. 國家發展委員會 （2016)。臺灣經濟發展歷程與策略。16. 陳明璋（1990）。企業贏的策略：掌握成功的四項關鍵：經理人、接棒、轉型、創新，台北：遠流。17. 陳明璋（1994）。台灣中小企業發展論文集。台北：經聯。18. 陳玫伶（2004）。從資源基礎理論探討企業成長之動態歷程－以傳統產業之廠商為例。國立政治大學商學院經營管理碩士學程碩士論文，台北市。19. 黃良志、李燕華、葉榮義（2006）。企業轉型策略、執行力與經營績效關係之研究－以台灣石化工業為例。20. 黃銘宏（2015）。企業轉型與成長之個案研究。國立政治大學經營管理碩士學程碩士論文，台北市。21. 溫金豐（2020）。企業人才管理的關鍵思維與做法。哈佛商業評論22. 潘明宏、陳志瑋譯（2003）。最新社會科學研究方法。台北：韋伯文化。23. 潘淑滿（2003）。質性研究理論與應用。台北：心理。24. 鄭晉昌 （2021）人力資源（HR）數位轉型帶動企業變革與數位再造。哈佛商業評論25. 謝安田（1992）。企業管理。台北：五南。26. 謝宜蕙（2013）。GPS廠商企業轉型之策略研究－以Z公司為例。國立政治大學企業管理研究所碩士論文，台北市。27. 羅石原（2012）。管理者必須有的11個思想忠告：彼得．杜拉克，台北：大智二、英文文獻1. 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(2010) Global talent management: Literature review, integrative framework, and suggestions for further research. Journal of World Business ,45, 122-13334. Venus, M. , Stam, D. & Van Knippenberg, D. V. (2018) , Research: To Get People to Embrace Change, Emphasize What Will Stay the Same. Harvard Business Review. Jul-Aug35. Wernerfelt, B. (1984) , A Resource-Based View of the Firm. Strategic Management Journal, 5 ,171-180.36. Williams M. (1997) , Social Surveys: Design to Analysis. In: T. May (Ed.) Social Research Issues, Methods and Process. GB: Open University Press.37. Yin, R. K. (2003) , Case Study Research: Design and Methods. CA: SAGE 描述 碩士
國立政治大學
企業管理研究所(MBA學位學程)
108363059資料來源 http://thesis.lib.nccu.edu.tw/record/#G0108363059 資料類型 thesis dc.contributor.advisor 黃家齊 zh_TW dc.contributor.advisor Huang, Jia-Chi en_US dc.contributor.author (Authors) 林芷緹 zh_TW dc.contributor.author (Authors) Lin, Zhi-Ti en_US dc.creator (作者) 林芷緹 zh_TW dc.creator (作者) Lin, Zhi-Ti en_US dc.date (日期) 2021 en_US dc.date.accessioned 4-Aug-2021 16:36:38 (UTC+8) - dc.date.available 4-Aug-2021 16:36:38 (UTC+8) - dc.date.issued (上傳時間) 4-Aug-2021 16:36:38 (UTC+8) - dc.identifier (Other Identifiers) G0108363059 en_US dc.identifier.uri (URI) http://nccur.lib.nccu.edu.tw/handle/140.119/136724 - dc.description (描述) 碩士 zh_TW dc.description (描述) 國立政治大學 zh_TW dc.description (描述) 企業管理研究所(MBA學位學程) zh_TW dc.description (描述) 108363059 zh_TW dc.description.abstract (摘要) 隨著全球經濟景氣多變、資訊科技越趨發達，導致國際化趨勢更為顯著，外在環境的劇烈變化趨使產業環境快速波動、競爭更為激烈，對企業長期經營帶來關鍵性之影響。面對世界地球村之全球化挑戰，策略轉型且進一步升級成為企業所需面對的共同課題。當企業因時代更迭遭遇經營困境，則必須藉由策略轉型重新創造屬於自己的競爭優勢，又企業轉型成功關鍵因素為人才發展機制之配置與調整。本個案研究以國內知名半導體產業且具代表性之策略轉型成功之企業家登精密作為研究對象，採深度訪談法引導內容並蒐集內部歷史資料作進一步分析探討。個案公司初期採取「大募集、大淘汰」之人才發展機制，大幅引進半導體業界優秀人才，加入家登團隊與舊有組織成員交流，過程間因組織文化磨合、深固之業界習慣差異甚至組織變革之衝突，導致組織成員紛紛離去。前期個案公司將此一過程視為公司去蕪存菁的必經之路，也從此一成員頻繁流動的過程中逐漸了解找到屬於家登文化的特質。後期家登精密便透過該試煉歷程發展出家登專屬之（一）人才培訓計畫，由創辦人親自授課、（二）儲備幹部計畫，自行培養具家登管理思維人才、（三）產學計畫，滿足快速擴張之製造缺口、（四）個人績效管理發展制度，結合公司發展目標及願景、（五）晉升機制，鼓勵員工持續精進、（六）核心價值之落實，健全人才發展機制系統。此外，也將核心價值落實推廣在內部三大重大活動、最感恩最讚美員工評選以及優良員工選拔，傳遞至組織內部每位成員，引導組織成員對公司核心理念之認同，進而更加適應組織文化與工作模式，降低員工離職率。藉由個案研究分析探討當「企業轉型」之下，內部「人才發展機制」應該如何因應調整，以提升企業組織績效。當一組織進行企業轉型策略，如何透過人才發展機制的配置與調適，使組織轉型能順利推行，成功克服內、外在環境的競爭達成轉型績效。 zh_TW dc.description.abstract (摘要) As the global economic prosperity becomes varied and flourishing information technology, the internationalization has become more pronounced. The external environment changes drastic and caused the industries fluctuate and compete rapidly. These critical factors bring impact on long-range business of the company.To face the challenges on the globalization, strategy transformation and industry upgrade had become common task to all of the company. When the company was in the operational dilemma, it must take strategic actions to transfer and rebuild their own competitive advantage. And the key factor to successfully transfer the industry is the configuration and adjustment of the human resources development practice. Therefore, this study will use the famous semiconductor company Gudeng Precision as subjects, which had successfully transferred the strategy. This research will analyze the adjustment of human resources development practice under the industry transformation by using depth interview and collecting history data.Gudeng Precision had implemented a human resource development practice, which was called “ Higher-recruitment and Huger-elimination” to dramatically recruit elites at the beginning. After run-in with the colleagues, some of employee left because of corporate culture adaptation issue and organizational change and conflict.This process was considered to be the only way to separate the wheat from the chaff for the company. Gudeng Precision had found their own Gudeng culture and characteristic of enterprise during this process. The perfect human resource development system also had completed by this process. First, human talent training by establisher; Second, management trainee program for cultivating Gudeng’s own management thinking; Third, industry- academia collaboration program for filling the over-expansion manufacture vacancy; Forth, performance evaluation development system and integrating corporate development targets and visions; Fifth, promotion mechanism and encouraging employee to keep improving themselves; Sixth, implementing Gudeng ‘s core value. Besides, the core value has been implemented and transmitted internally by three major activities: employee sports day; the most grateful staff evaluation; the best employee selection. Guiding whole members to identify with the core concept of the company, and adapting more in the corporate culture and working mode to lower employee turnover rates.Based on the analysis of this case to discuss about how to deploy and adjust human resource development mechanism, improving corporate performance effectively, and conquering internal and external competitive environment for a successful enterprise transformation. en_US dc.description.tableofcontents 謝辭 I摘要 IIABSTRACT III目錄 IV圖目錄 V表目錄 VI第一章 緒論 1第一節 研究背景及動機 1第二節 研究目的 2第三節 研究流程 3第二章 文獻探討 5第一節 企業轉型 5第二節 企業轉型之成功要素 10第三節 資源基礎理論 13第四節 企業轉型下的人才需求 16第三章 研究方法與設計 19第一節 研究方法 19第二節 研究對象 22第三節 對象及訪談大綱 26第四節 個案公司次級資料蒐集 27第四章 個案分析 28第一節 個案概述 28第二節 企業轉型的困難與挑戰 29第二節 人才發展機制設計與調整 35第五章 研究結論與限制 73第一節 研究結論 73第二節 理論與實務意涵 75第三節 研究限制 77參考文獻 79 zh_TW dc.format.extent 1644837 bytes - dc.format.mimetype application/pdf - dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0108363059 en_US dc.subject (關鍵詞) 企業轉型 zh_TW dc.subject (關鍵詞) 人才發展 zh_TW dc.subject (關鍵詞) 人才培育 zh_TW dc.subject (關鍵詞) Business Transformation en_US dc.subject (關鍵詞) Human Development en_US dc.subject (關鍵詞) Talent Cultivation en_US dc.title (題名) 企業轉型下人才發展機制之因應調整：以家登精密為例 zh_TW dc.title (題名) Human resource development practices in business transformation : A case study of Gudeng Precision en_US dc.type (資料類型) thesis en_US dc.relation.reference (參考文獻) 一、中文文獻1. 上田惇生、齊思賢譯（2005）彼得．杜拉克原著。杜拉克思想精粹--變革的哲學。台北：商周。2. 天下雜誌（2015） 。6個步驟 讓轉型成功，天下雜誌2015年4月期刊3. 江金龍譯（1988）瀧澤正雄、筒井信行原著。成功的企業轉型-中小企業如何脫胎換骨。尖端出版社。4. 吳江林（1990）。台灣地區機械業轉型經營策略之研究─以CNC 工具機為實證，中興大學企業管理研究所碩士論文，臺中市。5. 吳芝儀、廖梅花（2001）。質性研究入門：紮根理論研究方法。嘉義：濤石。6. 李欣怡（2018）。中小型家族企業轉型策略之探討。國立中山大學管理學院高階經營碩士學程在職專班碩士論文，高雄市。7. 李為仁（1990）。電子業轉型之環境、策略與關鍵性成功要素研究，台灣科技大學工程技術研究所碩士論文，台北市。8. 周文祥譯 （1998）彼得．杜拉克原著。巨變時代的管理。台北：中天。9. 周佳欣（1997）。台灣中小企業策略性轉型之研究。東吳大學企業管理研究所碩士論文，台北市。10. 林建煌（2003）。策略管理。台北：智勝。11. 林添瑞（2013）。中小企業轉型之人才發展機制探討－以G公司為例。國立政治大學商學院經營管理碩士學程全球企業家組碩士論文，台北市。12. 林溫正（2000）。台灣傳統集團企業轉型策略之研究。台灣大學國際企業管理研究所碩士論文，台北市。13. 孫鈴萍（2004)。台灣傳統製造業轉型成長之策略性人力資源管理，國立中山大學人力資源管理研究所碩士論文，高雄市。14. 翁望回（1997）。中小企業的策略性轉型-台灣案例，華夏文化與現代管理。國際學術研討會論文集，頁50-61，香港：城市大學。15. 國家發展委員會 （2016)。臺灣經濟發展歷程與策略。16. 陳明璋（1990）。企業贏的策略：掌握成功的四項關鍵：經理人、接棒、轉型、創新，台北：遠流。17. 陳明璋（1994）。台灣中小企業發展論文集。台北：經聯。18. 陳玫伶（2004）。從資源基礎理論探討企業成長之動態歷程－以傳統產業之廠商為例。國立政治大學商學院經營管理碩士學程碩士論文，台北市。19. 黃良志、李燕華、葉榮義（2006）。企業轉型策略、執行力與經營績效關係之研究－以台灣石化工業為例。20. 黃銘宏（2015）。企業轉型與成長之個案研究。國立政治大學經營管理碩士學程碩士論文，台北市。21. 溫金豐（2020）。企業人才管理的關鍵思維與做法。哈佛商業評論22. 潘明宏、陳志瑋譯（2003）。最新社會科學研究方法。台北：韋伯文化。23. 潘淑滿（2003）。質性研究理論與應用。台北：心理。24. 鄭晉昌 （2021）人力資源（HR）數位轉型帶動企業變革與數位再造。哈佛商業評論25. 謝安田（1992）。企業管理。台北：五南。26. 謝宜蕙（2013）。GPS廠商企業轉型之策略研究－以Z公司為例。國立政治大學企業管理研究所碩士論文，台北市。27. 羅石原（2012）。管理者必須有的11個思想忠告：彼得．杜拉克，台北：大智二、英文文獻1. 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