| dc.contributor.advisor | 黃家齊 | zh_TW |
| dc.contributor.author (Authors) | 陳美玲 | zh_TW |
| dc.contributor.author (Authors) | Chen, Mei-Ling | en_US |
| dc.creator (作者) | 陳美玲 | zh_TW |
| dc.creator (作者) | Chen, Mei-Ling | en_US |
| dc.date (日期) | 2023 | en_US |
| dc.date.accessioned | 6-Jul-2023 16:26:23 (UTC+8) | - |
| dc.date.available | 6-Jul-2023 16:26:23 (UTC+8) | - |
| dc.date.issued (上傳時間) | 6-Jul-2023 16:26:23 (UTC+8) | - |
| dc.identifier (Other Identifiers) | G0110932021 | en_US |
| dc.identifier.uri (URI) | http://nccur.lib.nccu.edu.tw/handle/140.119/145762 | - |
| 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) | 110932021 | zh_TW |
| dc.description.abstract (摘要) | 根據經濟部中小企業處統計，台灣中小企業平均存活壽命僅有13年，故企業經營要能維持營運績效，並能持續成長，存在許多挑戰，其中必須有一個具有共同使命及願景目標的經營團隊，再者是團隊體質及運作具有競爭力且能逐年成長，這些均與人才的建置、培育，具有深切的關連。因此，本研究主要目的在探討接班梯隊之建構，對於企業人才培育所形成影響之研究，並以遠雄集團為個案研究對象。遠雄集團已邁入第54年經營，經由前50年由創辦人的創業奠基，目前逢二代接班轉型變革之際，亦是需要藉人才轉型、加速培育形成接班梯隊之佈局，以讓組織之運作得以快速承接之重要關鍵期。本研究係觀察遠雄集團對於人才培育發展的執行作法以及執行成效，對於成效不符理想之重要關鍵因素進行分析了解，計得出下列改善建議結論：1.人才培育可以和組織層級之主管佈局結合，形成依據組織網路而建構的接班梯隊。2.人才培育機制依據人才遴選條件、人事評議審查、培育發展計劃、執行成效追蹤等流程制訂，唯主管觀念格局還需再教育，才能成就。3.延續機制找出人才培育風險單位、改善組織問題，有助整體團隊人才競爭力的提升。人才為企業經營之根本，根據本研究建議，將接班梯隊建構與人才培育結合，將有助於遠雄集團重塑品牌、轉型升級過程中，創造所需的人才資產與組織競爭力。 | zh_TW |
| dc.description.abstract (摘要) | According to statistics from the Small and Medium Enterprises Department of the Ministry of Economic Affairs, the average life expectancy of small and medium-sized enterprises in Taiwan is only 13 years. Therefore, there are many challenges in order to maintain operating performance and continue to grow. Among them, there must be a management team with a common mission and vision. , Furthermore, the team`s physique and operation are competitive and can grow year by year, all of which are deeply related to the establishment and Development of talents. Therefore, the main purpose of this study is to explore the construction of the succession echelon and its impact on the Development of corporate talents, and take the Farglory Group as the case study object.Farglory Group has entered its 54th year of operation. After the first 50 years of entrepreneurship, the founder laid the foundation. At present, when the second generation takes over and transforms, it also needs to use talents to transform and accelerate Development to form a succession echelon layout, so that the organization It is an important critical period for the operation to be quickly taken over.This research is to observe Farglory Group`s implementation of talent Development and development as well as its implementation results, analyze and understand the important key factors that do not meet the ideal results, and draw the following improvement suggestions and conclusions:1. Talent Development can be combined with the layout of supervisors at the organizational level , forming a succession echelon constructed according to the organizational network.2. The talent Development mechanism is formulated according to the procedures of talent selection conditions, personnel evaluation and review, Development and development plan, and implementation effect tracking. Only the concept of supervisors needs to be re-educated to achieve success.3. The continuation mechanism identifies talent Development risk units and improves organizational problems, which will help improve the overall team`s talent competitiveness.Talents are the foundation of business operations. According to the recommendations of this study, the combination of succession echelon construction and talent Development will help Farglory Group create the necessary talent assets and organizational competitiveness in the process of rebranding, transformation and upgrading. | en_US |
| dc.description.tableofcontents | 摘要 ⅠAbstract Ⅱ目錄 Ⅳ表目錄 Ⅵ圖目錄 Ⅶ第一章 緒論 1第一節 研究背景 2第二節 研究動機 2第三節 研究目的 3第四節 研究流程 4第二章 文獻探討 5第一節 公司永續與關鍵人才佈局 5第二節 人才遴選條件 9第三節 人才培育輔導角色 12第三章 研究設計 14第一節 研究方法 14第二節 研究對象遠雄集團現況、經營理念、價值觀 15第三節 研究對象遠雄集團組織人力管理簡介 19第四章 研究分析結果 26第一節 人才條件訂定 27第二節 人事評議審查 40第三節 培育發展計劃 42第四節 執行成效追蹤 44第五章 結論與建議 48第一節 研究討論 48第二節 研究建議 49第三節 研究限制 52參考文獻 53 | zh_TW |
| dc.format.extent | 3069891 bytes | - |
| dc.format.mimetype | application/pdf | - |
| dc.source.uri (資料來源) | http://thesis.lib.nccu.edu.tw/record/#G0110932021 | en_US |
| dc.subject (關鍵詞) | 職能評鑑 | zh_TW |
| dc.subject (關鍵詞) | 人才發展 | zh_TW |
| dc.subject (關鍵詞) | 接班佈局 | zh_TW |
| dc.subject (關鍵詞) | Succession layout | en_US |
| dc.subject (關鍵詞) | Functional evaluation | en_US |
| dc.subject (關鍵詞) | Talent development | en_US |
| dc.title (題名) | 接班梯隊建構與人才培育之研究-以遠雄集團為例 | zh_TW |
| dc.title (題名) | Research on Succession Echelon Construction and Talent Development-Taking Farglory Group as an Example | en_US |
| dc.type (資料類型) | thesis | en_US |
| dc.relation.reference (參考文獻) | 中文文獻1.史賓森Spencer & Spencer博士（1993）。職能冰山理論。2.林奇佰（2016/9）。薩提爾冰山理論。台北市：Cheers快樂工作人雜誌。3.陳茂雄、林文琇（2015/11）薩提爾教練模式。台北市：天下雜誌出版。4.詹姆·柯林斯Jim Collins、比爾·雷吉爾Bill Lazier（2022/3）。恆久卓越的修煉。台北市：天下雜誌出版 | zh_TW |
