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題名 就決定是你了！主管派訓的實踐研究
You Are the Chosen One! A Practice Research on the Real Reasons Why Subordinates Would Be Sent for Training by Managers
作者 余玟萱
Yu, Wen-Shiun
貢獻者 許書瑋
Hsu, Ryan Shu-Wei
余玟萱
Yu, Wen-Shiun
關鍵詞 員工訓練
需求分析
Employee training
Training needs analysis
日期 2023
上傳時間 1-九月-2023 15:00:00 (UTC+8)
摘要 訓練是企業人力資源管理的重要一環，要使有限的訓練資源產生最大的效益，便需要讓最合適的員工參與訓練。多年來，人力資源領域針對如何選擇訓練參與者已發展出系統化的需求分析理論，但近年隨著部門主管更多的參與進人資活動的規劃與執行，這些非領域專業者如何進行人資活動的決策便成為值得關注的議題。本研究以半結構訪談法進行質性研究，收集管理者的派訓實例，分析出10種主管們在派訓時最在意的考量因素，並根據主管選擇受訓者的方式及訓練目的歸納出五種主管對訓練的認知，包含：解決方案、人才投資、資源管道、稀少機會及制度需求，最終得到職場中非人資管理者與人資單位在員工訓練決策上考量重點之差異，期望有助人資與主管對訓練的規劃、執行達成共同理解與支持，為員工及組織的發展創造正面影響。
Training is a significant part of human resource management, to maximize the benefits of limited training resources, it is necessary to choose the most suitable employees to participate in training. Over the years, the field of human resources has developed a systematic training needs analysis on how to select training participants. However, recently, as department heads have been more involved in human resources activities, how these non-specialists make decisions has become a highly concerned issue. This study uses a semi-structured interview method to conduct a qualitative research. Collects participants selecting examples from managers, discovers ten most considered factors of managers, and sorts out five categories of managers` cognition of training according to managers` selecting approach and expectations on training. This study eventually finds out the differences in employee training decision-making of managers and HR in the workplace, hoping both can reach a common understanding for training planning and execution to make positive impacts on employee and organization development.
參考文獻 中文參考資料
李嵩賢 (2001)，培訓機構之經營與管理，中國行政評論，第10卷第4期，頁65-100。
李誠等著 (2020)，人力資源管理的12堂課(第五版)，台北，天下文化。
施能傑 (2000)，考選效度優先的變革，考銓季刊，第21期，頁258-277。
洪榮昭 (2012)，人力資源發展：企業教育訓練完全手冊，台北，五南。
胡幼慧 (1996)，質性研究：理論、方法及本土女性研究實例，台北，巨流。
張瑞濱、賀力行 (2003)，從訓練需求評估論公務人員訓練進修之策略，人力資源管理學報，第3卷第1期，頁81-111。
陳伯璋 (2000)，質的研究方法，高雄，麗文文化。
黃同圳 (2016)，人力資源管理：全球思維臺灣觀點，台北，華泰書局。
黃英忠、曹國雄、黃同圳、張火燦、王秉鈞 (1997)，人力資源管理，台北，華泰書局。

英文參考資料
Bee, R. (1994). Training Needs Analysis & Evaluation. Universities Press.
Bell, B. S., Tannenbaum, S. I., Ford, J. K., Noe, R. A., & Kraiger, K. (2017). 100 years of training and development research: What we know and where we should go. Journal of Applied Psychology, 102(3), 305-323.
Björkman, I., Ehrnrooth, M., Mäkelä, K., Smale, A., & Sumelius, J. (2014). From HRM practices to the practice of HRM: Setting a research agenda. Journal of Organizational Effectiveness: People and Performance, 1(2), 122-140.
Blanchard, P. N., & Thacker, J. W. (2007). Effective Training: Systems, Strategies, and Policies. Pearson Education Inc.
Boydell, T. & Leary, M. (1996). Identifying Training Needs’, Institute of Personnel and Development. Chartered Institute of Personnel & Development.
Boydell, T.H., (1976). The Identification of Training Needs. British Association for Commercial and Industrial Education. Grosvenor Press.
Branch, R. M. (2009). Instructional Design: The ADDIE Approach. Springer.
Budhwar, P. S. (2000). Determinants of HRM policies and practices in India: An empirical study. Global Business Review, 1(2), 229-247.
Budhwar, P. S. (2000). Evaluating Levels of Strategic Integration and Devolvement of Human Resource Management in the UK. Personnel Review.
Carless, S. A., Rasiah, J., & Irmer, B. E. (2009). Discrepancy between human resource research and practice: Comparison of industrial/organizational psychologists and human resource practitioners` beliefs. Australian Psychologist, 44(2), 105-111.
Courtright, S. H., Colbert, A. E., & Choi, D. (2014). Fired up or burned out? How developmental challenge differentially impacts leader behavior. Journal of Applied Psychology, 99(4), 681-696.
Crampton, S. M., Hodge, J. W., & Mishra, J. M. (1998). The informal communication network: Factors influencing grapevine activity. Public Personnel Management, 27(4), 569-584.
De Frutos-Belizón, J., Martín-Alcázar, F., & Sánchez-Gardey, G. (2021). The research–practice gap in the field of HRM: A qualitative study from the academic side of the gap. Review of Managerial Science, 15, 1465-1515.
Deadrick, D. L., & Gibson, P. A. (2007). An examination of the research–practice gap in HR: Comparing topics of interest to HR academics and HR professionals. Human Resource Management Review, 17(2), 131-139.
Deadrick, D. L., & Gibson, P. A. (2009). Revisiting the research–practice gap in HR: A longitudinal analysis. Human Resource Management Review, 19(2), 144-153.
DeNisi, A. S., Wilson, M. S., & Biteman, J. (2014). Research and practice in HRM: A historical perspective. Human Resource Management Review, 24(3), 219-231.
Denzin, N. K., & Lincoln, Y. S. (Eds.). (2011). The Sage Handbook of Qualitative Research. Sage.
DeRue, D. S., Nahrgang, J. D., Hollenbeck, J. R., & Workman, K. (2012). A quasi-experimental study of after-event reviews and leadership development. Journal of Applied Psychology, 97(5), 997-1015.
Elnaga, A., & Imran, A. (2013). The effect of training on employee performance. European Journal of Business and Management, 5(4), 137-147.
Ford, J. K., Smith, E. M., Sego, D. J., & Quinones, M. A. (1993). Impact of task experience and individual factors on training-emphasis ratings. Journal of Applied Psychology, 78(4), 583.
Galagan P. (2010). Bridging the Skills Gap: New Factors Compound the Growing Skills Shortage. American Society for Training and Development.
Gilbert G. R. (2000) Measuring internal customer satisfaction. Managing Service Quality, 10(3), 178-186.
Goldstein, A. P., Glick, B., Reiner, S., Zimmerman, D., Coultry, T. M., & Gold, D. (1986). Aggression replacement training: A comprehensive intervention for the acting-out delinquent. Journal of Correctional Education, 37(3), 120-126.
Goldstein, I.L., and J.K. Ford. (2002). Training in Organizations: Need Assessment, Development, and Evaluation. Wadsworth.
Gomez Mejia, Luis R., David B. Balkin, Robert L., Cardy. (2005). Management: People, Performance, Change. McGraw-Hill.
Grant, A. M., & Ashford, S. J. (2008). The dynamics of proactivity at work. Research in Organizational Behavior, 28, 3-34.
Gratton, L., Hope Hailey, V., Stiles, P., & Truss, C. (1999). Strategic Human Resource Management: Corporate Rhetoric and Human Reality. Oxford University Press
Guest, D., & King, Z. (2004). Power, innovation and problem‐solving: the personnel managers’ three steps to heaven. Journal of Management Studies, 41(3), 401-423.
Gully, S. M., Payne, S. C., Koles, K. L. K., & Whiteman, J.-A. K. (2002). The impact of error training and individual differences on training outcomes: An attribute-treatment interaction perspective. Journal of Applied Psychology, 87(1), 143-155.
Hargie, O., Dickson, D., & Nelson, S. (2003). Working together in a divided society, a study of intergroup communication in the Northern Ireland workplace. Journal of Business and Technical Communication, 17(3), 285-318.
Heraty, N., & Morley, M. (1995). Line managers and human resource development. Journal of European Industrial Training, 19(10), 31-37.
Hurtz, G. M., & Williams, K. J. (2009). Attitudinal and motivational antecedents of participation in voluntary employee development activities. Journal of Applied Psychology, 94(3), 635-653.
Kearns P. (2004) How strategic are you? The six ‘killer’ questions. Strategic HR Review, 3(3), 20-23.
Kieser, A., & Leiner, L. (2009). Why the rigour–relevance gap in management research is unbridgeable. Journal of Management Studies, 46(3), 516-533.
Kieser, A., & Leiner, L. (2012). Collaborate with practitioners: But beware of collaborative research. Journal of Management Inquiry, 21(1), 14-28.
Kraiger, K. (2003). Perspectives on training and development. Handbook of Psychology, 12, 171-92.
Larsen, H. H. & Brewster, C. (2003). Line management responsibility for HRM: What’s happening in Europe. Employee Relations, 25(3), 228-244.
Lawler E.E., & Worley C.G. (2006). Built to Change: How to Achieve Sustained Organizational Effectiveness. Wiley.
Maxwell, G. A., & Watson, S. (2006). Perspectives on line managers in human resource management: Hilton International`s UK hotels. The International Journal of Human Resource Management, 17(6), 1152-1170.
McGehee, W., & Thayer, P. W. (1961). Training in Business and Industry. Wiley.
Meister JC, Willyerd K. (2010). The 2020 Workplace: How Innovative Companies Attract, Develop, and Keep Tomorrow’s Employees Today. HarperCollins
Moore, M. L., & Dutton, P. (1978). Training needs analysis: Review and critique. Academy of Management Review, 3(3), 532-545.
Noe, R. A., Clarke, A. D. M., & Klein, H. J. (2014). Learning in the twenty-first-century workplace. Annual Review of Organizational Psychology and Organizational Behavior, 1, 245-275.
Papalexandris, N., & Panayotopoulou, L. (2005). Exploring the partnership between line managers and HRM in Greece. Journal of European Industrial Training, 29(4), 281-291.
Pearson, G.A., (1987). Business ethics: Implications for continuing education/staff development practice. Journal of Continuing Education in Nursing, 18(1), 20-24.
R Gómez-Mejía, L., B Balkin, D., & L Cardy, R. (2016). Managing Human Resources. Pearson.
Reid, M. A., & Barrington, H. (1999). Training Interventions: Promoting Learning Opportunities. Chartered Institute of Personnel and Development.
Renwick, D. (2003). Line manager involvement in HRM: An inside view. Employee Relations, 25(3), 262-280.
Rousseau, D. M., Manning, J., & Denyer, D. (2008). 11 Evidence in management and organizational science: assembling the field’s full weight of scientific knowledge through syntheses. The Academy of Management Annals, 2(1), 475-515.
Rynes, S. L., Giluk, T. L., & Brown, K. G. (2007). The very separate worlds of academic and practitioner periodicals in human resource management: Implications for evidence-based management. Academy of Management Journal, 50(5), 987-1008.
Sanders, K., van Riemsdijk, M., & Groen, B. (2008). The gap between research and practice: a replication study on the HR professionals` beliefs about effective human resource practices. The International Journal of Human Resource Management, 19(10), 1976-1988.
Schuler, R. S., & MacMillan, I. C. (1984). Gaining competitive advantage through human resource management practices. Human Resource Management, 23(3), 241-255.
Tenhiälä, A., Giluk, T. L., Kepes, S., Simon, C., Oh, I. S., & Kim, S. (2016). The research‐practice gap in human resource management: A cross‐cultural study. Human Resource Management, 55(2), 179-200.
Toossi, M. (2009). Employment outlook: 2008-18-labor force projections to 2018: Older workers staying more active. Monthly Labor Review, 132(11), 30-51.
Trutkowski, E. (2016). Topic Drop and Null Subjects in German. Walter de Gruyter GmbH & Co KG.
Walklin, L., (1991). The Assessment of Performance and Competence: A Handbook for Teachers and Trainers. Stanley Thornes.
Witkin, B. R., Altschuld, J. W., & Altschuld, J. (1995). Planning and Conducting Needs Assessments: A Practical Guide. Sage.
描述 碩士
國立政治大學
企業管理研究所(MBA學位學程)
110363024
資料來源 http://thesis.lib.nccu.edu.tw/record/#G0110363024
資料類型 thesis
dc.contributor.advisor 許書瑋zh_TW
dc.contributor.advisor Hsu, Ryan Shu-Weien_US
dc.contributor.author (作者) 余玟萱zh_TW
dc.contributor.author (作者) Yu, Wen-Shiunen_US
dc.creator (作者) 余玟萱zh_TW
dc.creator (作者) Yu, Wen-Shiunen_US
dc.date (日期) 2023en_US
dc.date.accessioned 1-九月-2023 15:00:00 (UTC+8)-
dc.date.available 1-九月-2023 15:00:00 (UTC+8)-
dc.date.issued (上傳時間) 1-九月-2023 15:00:00 (UTC+8)-
dc.identifier (其他 識別碼) G0110363024en_US
dc.identifier.uri (URI) http://nccur.lib.nccu.edu.tw/handle/140.119/146916-
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) 110363024zh_TW
dc.description.abstract (摘要) 訓練是企業人力資源管理的重要一環，要使有限的訓練資源產生最大的效益，便需要讓最合適的員工參與訓練。多年來，人力資源領域針對如何選擇訓練參與者已發展出系統化的需求分析理論，但近年隨著部門主管更多的參與進人資活動的規劃與執行，這些非領域專業者如何進行人資活動的決策便成為值得關注的議題。本研究以半結構訪談法進行質性研究，收集管理者的派訓實例，分析出10種主管們在派訓時最在意的考量因素，並根據主管選擇受訓者的方式及訓練目的歸納出五種主管對訓練的認知，包含：解決方案、人才投資、資源管道、稀少機會及制度需求，最終得到職場中非人資管理者與人資單位在員工訓練決策上考量重點之差異，期望有助人資與主管對訓練的規劃、執行達成共同理解與支持，為員工及組織的發展創造正面影響。zh_TW
dc.description.abstract (摘要) Training is a significant part of human resource management, to maximize the benefits of limited training resources, it is necessary to choose the most suitable employees to participate in training. Over the years, the field of human resources has developed a systematic training needs analysis on how to select training participants. However, recently, as department heads have been more involved in human resources activities, how these non-specialists make decisions has become a highly concerned issue. This study uses a semi-structured interview method to conduct a qualitative research. Collects participants selecting examples from managers, discovers ten most considered factors of managers, and sorts out five categories of managers` cognition of training according to managers` selecting approach and expectations on training. This study eventually finds out the differences in employee training decision-making of managers and HR in the workplace, hoping both can reach a common understanding for training planning and execution to make positive impacts on employee and organization development.en_US
dc.description.tableofcontents 摘要 i
Abstract ii
目錄 iii
表目錄 iv
第一章 緒論 1
第二章 文獻回顧 3
第一節、訓練的目的 3
第二節、需求分析 4
第三節、HRM as practice 7
第三章 研究方法 10
第一節 研究方法 10
第二節 研究對象 11
第三節 研究步驟 12
第四章、研究結果 14
第一節、解決方案 15
第二節、人才投資 22
第三節、資源管道 31
第四節、稀少機會 37
第五節、制度需求 38
第五章、研究結論與建議 46
第一節 研究發現與實務意涵 46
第一節 研究限制與未來發展 50
參考文獻 51
附錄、訪談大綱 58		zh_TW
dc.format.extent 905924 bytes-
dc.format.mimetype application/pdf-
dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0110363024en_US
dc.subject (關鍵詞) 員工訓練zh_TW
dc.subject (關鍵詞) 需求分析zh_TW
dc.subject (關鍵詞) Employee trainingen_US
dc.subject (關鍵詞) Training needs analysisen_US
dc.title (題名) 就決定是你了！主管派訓的實踐研究zh_TW
dc.title (題名) You Are the Chosen One! A Practice Research on the Real Reasons Why Subordinates Would Be Sent for Training by Managersen_US
dc.type (資料類型) thesisen_US
dc.relation.reference (參考文獻) 中文參考資料
李嵩賢 (2001)，培訓機構之經營與管理，中國行政評論，第10卷第4期，頁65-100。
李誠等著 (2020)，人力資源管理的12堂課(第五版)，台北，天下文化。
施能傑 (2000)，考選效度優先的變革，考銓季刊，第21期，頁258-277。
洪榮昭 (2012)，人力資源發展：企業教育訓練完全手冊，台北，五南。
胡幼慧 (1996)，質性研究：理論、方法及本土女性研究實例，台北，巨流。
張瑞濱、賀力行 (2003)，從訓練需求評估論公務人員訓練進修之策略，人力資源管理學報，第3卷第1期，頁81-111。
陳伯璋 (2000)，質的研究方法，高雄，麗文文化。
黃同圳 (2016)，人力資源管理：全球思維臺灣觀點，台北，華泰書局。
黃英忠、曹國雄、黃同圳、張火燦、王秉鈞 (1997)，人力資源管理，台北，華泰書局。

英文參考資料
Bee, R. (1994). Training Needs Analysis & Evaluation. Universities Press.
Bell, B. S., Tannenbaum, S. I., Ford, J. K., Noe, R. A., & Kraiger, K. (2017). 100 years of training and development research: What we know and where we should go. Journal of Applied Psychology, 102(3), 305-323.
Björkman, I., Ehrnrooth, M., Mäkelä, K., Smale, A., & Sumelius, J. (2014). From HRM practices to the practice of HRM: Setting a research agenda. Journal of Organizational Effectiveness: People and Performance, 1(2), 122-140.
Blanchard, P. N., & Thacker, J. W. (2007). Effective Training: Systems, Strategies, and Policies. Pearson Education Inc.
Boydell, T. & Leary, M. (1996). Identifying Training Needs’, Institute of Personnel and Development. Chartered Institute of Personnel & Development.
Boydell, T.H., (1976). The Identification of Training Needs. British Association for Commercial and Industrial Education. Grosvenor Press.
Branch, R. M. (2009). Instructional Design: The ADDIE Approach. Springer.
Budhwar, P. S. (2000). Determinants of HRM policies and practices in India: An empirical study. Global Business Review, 1(2), 229-247.
Budhwar, P. S. (2000). Evaluating Levels of Strategic Integration and Devolvement of Human Resource Management in the UK. Personnel Review.
Carless, S. A., Rasiah, J., & Irmer, B. E. (2009). Discrepancy between human resource research and practice: Comparison of industrial/organizational psychologists and human resource practitioners` beliefs. Australian Psychologist, 44(2), 105-111.
Courtright, S. H., Colbert, A. E., & Choi, D. (2014). Fired up or burned out? How developmental challenge differentially impacts leader behavior. Journal of Applied Psychology, 99(4), 681-696.
Crampton, S. M., Hodge, J. W., & Mishra, J. M. (1998). The informal communication network: Factors influencing grapevine activity. Public Personnel Management, 27(4), 569-584.
De Frutos-Belizón, J., Martín-Alcázar, F., & Sánchez-Gardey, G. (2021). The research–practice gap in the field of HRM: A qualitative study from the academic side of the gap. Review of Managerial Science, 15, 1465-1515.
Deadrick, D. L., & Gibson, P. A. (2007). An examination of the research–practice gap in HR: Comparing topics of interest to HR academics and HR professionals. Human Resource Management Review, 17(2), 131-139.
Deadrick, D. L., & Gibson, P. A. (2009). Revisiting the research–practice gap in HR: A longitudinal analysis. Human Resource Management Review, 19(2), 144-153.
DeNisi, A. S., Wilson, M. S., & Biteman, J. (2014). Research and practice in HRM: A historical perspective. Human Resource Management Review, 24(3), 219-231.
Denzin, N. K., & Lincoln, Y. S. (Eds.). (2011). The Sage Handbook of Qualitative Research. Sage.
DeRue, D. S., Nahrgang, J. D., Hollenbeck, J. R., & Workman, K. (2012). A quasi-experimental study of after-event reviews and leadership development. Journal of Applied Psychology, 97(5), 997-1015.
Elnaga, A., & Imran, A. (2013). The effect of training on employee performance. European Journal of Business and Management, 5(4), 137-147.
Ford, J. K., Smith, E. M., Sego, D. J., & Quinones, M. A. (1993). Impact of task experience and individual factors on training-emphasis ratings. Journal of Applied Psychology, 78(4), 583.
Galagan P. (2010). Bridging the Skills Gap: New Factors Compound the Growing Skills Shortage. American Society for Training and Development.
Gilbert G. R. (2000) Measuring internal customer satisfaction. Managing Service Quality, 10(3), 178-186.
Goldstein, A. P., Glick, B., Reiner, S., Zimmerman, D., Coultry, T. M., & Gold, D. (1986). Aggression replacement training: A comprehensive intervention for the acting-out delinquent. Journal of Correctional Education, 37(3), 120-126.
Goldstein, I.L., and J.K. Ford. (2002). Training in Organizations: Need Assessment, Development, and Evaluation. Wadsworth.
Gomez Mejia, Luis R., David B. Balkin, Robert L., Cardy. (2005). Management: People, Performance, Change. McGraw-Hill.
Grant, A. M., & Ashford, S. J. (2008). The dynamics of proactivity at work. Research in Organizational Behavior, 28, 3-34.
Gratton, L., Hope Hailey, V., Stiles, P., & Truss, C. (1999). Strategic Human Resource Management: Corporate Rhetoric and Human Reality. Oxford University Press
Guest, D., & King, Z. (2004). Power, innovation and problem‐solving: the personnel managers’ three steps to heaven. Journal of Management Studies, 41(3), 401-423.
Gully, S. M., Payne, S. C., Koles, K. L. K., & Whiteman, J.-A. K. (2002). The impact of error training and individual differences on training outcomes: An attribute-treatment interaction perspective. Journal of Applied Psychology, 87(1), 143-155.
Hargie, O., Dickson, D., & Nelson, S. (2003). Working together in a divided society, a study of intergroup communication in the Northern Ireland workplace. Journal of Business and Technical Communication, 17(3), 285-318.
Heraty, N., & Morley, M. (1995). Line managers and human resource development. Journal of European Industrial Training, 19(10), 31-37.
Hurtz, G. M., & Williams, K. J. (2009). Attitudinal and motivational antecedents of participation in voluntary employee development activities. Journal of Applied Psychology, 94(3), 635-653.
Kearns P. (2004) How strategic are you? The six ‘killer’ questions. Strategic HR Review, 3(3), 20-23.
Kieser, A., & Leiner, L. (2009). Why the rigour–relevance gap in management research is unbridgeable. Journal of Management Studies, 46(3), 516-533.
Kieser, A., & Leiner, L. (2012). Collaborate with practitioners: But beware of collaborative research. Journal of Management Inquiry, 21(1), 14-28.
Kraiger, K. (2003). Perspectives on training and development. Handbook of Psychology, 12, 171-92.
Larsen, H. H. & Brewster, C. (2003). Line management responsibility for HRM: What’s happening in Europe. Employee Relations, 25(3), 228-244.
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