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題名 中小企業轉型之人才發展機制探討-以G公司為例
The Study on Talent Development Mechanism of Small Medium Enterprise Transformation- A Case Study of G Company作者 林添瑞 貢獻者 樓永堅
林添瑞關鍵詞 中小企業
轉型策略
人才發展機制
Small & Medium Enterprises
Transformation Strategy
Talent Development Mechanism日期 2012 上傳時間 1-Apr-2013 14:37:33 (UTC+8) 摘要 中小企業一直以來都扮演著台灣整體經濟的幕後重要推手，但面對全球經濟景氣多變的經營環境，台灣中小企業面臨的競爭挑戰也日趨增加，主要原因為全球化趨勢促使產業環境快速變遷、競爭加劇，對中小企業的經營有著關鍵性的影響，面對這樣強烈的全球化挑戰，中小企業轉型和升級是必然的。因此，當中小企業遇到經營瓶頸，必須藉由轉型策略，重新塑造企業競爭優勢，而企業轉型的成敗與人才發展機制息息相關，本次個案研究以某一具代表性的中小企業科技公司為研究的對象，採用深入訪談法引導談話方向的訪問方式進行資料收集。透過實證研究來探討「企業轉型」與「人才發展機制」之間配合運作方式，並探討企業轉型後，如何利用人才發展機制的因應策略，來提升企業之組織績效。在組織進行企業轉型策略後，透過適當的人才發展機制的選擇，讓轉型的績效可以更順利的達成，期望透過這一次的研究，提供中小企業在面臨到組織轉型時，擬定人才發展機制的參考資料。
Small & Medium Enterprises (henceforth, SMEs) have acted in an importantbackstage role as a whole in the economy of Taiwan. Surrounded by theconstantly changing business environments in the world, the SMEs in Taiwanfaces more competition from domestic and foreign markets. The main reasonsare that the trends of globalization have not only had a severe impact oncompetition, but also on opportunities for SMEs. With strong globalcompetition and challenges, the only way for Taiwan to face internationalcompetition is to look at industry transformation. Hence, to solve thedifficulties, the entrepreneurs must reshape the competitive advantage through atransformation strategy. And the success or failure of transformation is relatedto the talent development mechanism. The object of this case study is a figureof small and medium technology company. In this case, gather necessary datathrough thorough interviews between individuals.For this reason, this paper tends to probe into the relationships betweencorporate transformation and talent development for SMEs in Taiwan byempirical research and tries to figure out how SMEs use the talent developmentmechanism to promote the corporate performance after the transformation.Keywords：Small & Medium Enterprises; Transformation Strategy; TalentDevelopment參考文獻 一、 中文文獻(1) 專書李隆盛、黃同圳（1990）。人力資源發展。台北：師大書苑。Jack Welch（2005）。致勝。台北：天下文化。Peter E. Drucker（1998）。巨變時代的管理。台北：中天。(2) 期刊、會議、學位論文吳佩芳（2003)。管理才能、工作動機、與工作績效關係之研究。國立中央大學人力資源管理研究所碩士論文，桃園縣。吳佳儒（2000)。HR 專業人員才能需求模型之建立-以個案公司為例。國立中央大學人力資源管理研究所之碩士論文，桃園縣。吳雅琪（2003)。管理才能評鑑量表之評估-以A公司為例。國立中央大學企業管理研究所碩士論文，桃園縣。周日耀（2008)。員工對組織實施人才管理制度之認知與個人才能發展、離職傾向及生涯發展之關聯性探討-以個人成長需求為調節變項。國立中央大學人力資源管理研究所碩士論文，桃園縣。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。邱建豪（2008)。國軍新訓單位教育班長管理職能評鑑之研究-360 度評鑑法之運用。國防大學政治作戰學苑心理及社會工作學系碩士論文，桃園縣。袁素萍（2003)。企業轉型成功關鍵因素之研究。國立成功大學高階管理在職專班碩士論文，台南市。涂博崧（2010)。師徒制度對徒弟職涯成效影響之整合分析。國立政治大學心理學研究所碩士論文，台北市。陳心婷（2008)。企業接班人計劃實施現況調查。中央大學人力資源管理研究所碩士論文，桃園縣。陳志鈺（2001)。百貨業樓面管理人員職能量表之建立-以某百貨公司為例。國立中央大學人力資源管理研究所碩士論文，桃園縣。陳明璋（1996)。企業轉型的策略與成功關鍵。貿易週刊。1690 期頁18-21。黃柏喻（2006)。職能冰山模型與績效之探討。國立中興大學企業管理學系碩士論文，台中市。張正賢（2009)。核心職能、教育訓練與工作績效關係之研究-以定期海運業為例。國立成功大學交通管理科學系碩士論文，台南市。蘇怡華（2011)。多層次傳銷組織管理者職能之研究。國立中山大學管理學院國際經營管理碩士論文，高雄市。陸早行（1985)。德菲法（Delphi）在策略趨勢預測上的應用-以人身保險理賠策略為例。台北：國立台灣大學商學研究所碩士論文，台北市。劉興台（2002)。傳統產業轉型關鍵成功因素之探討-以台灣鹽業為例。中華大學經理管理碩士論文，新竹市。二、 英文文獻Adams, J. D. (1984). Transfroming Work. VA: Miles Review Press.Allen, T. D., McManus. S. E., & Russell Russell, J.E. A. (1999). NewcomerSocialization and Stress: Formal Peer Relationships as a Source of Support. Journalof Vocational Behavior, 54:453-470.Aryee, S., & Leong, C. C. (1991). Career Orientations and Work Outcomes AmongIndustrial R&D Professionals. Group & Organization Studies, 16 (2): 193-205.Berger, L.A., & Mystigne, D.A. (1976). Practical Management Manpower Planning.Personnel Journal, June , 296-299.Boyatzis, D. (1982).The Competence Manager: A Model for Effective Performance. N.Y.John Wiley & Son.Brown, S.T., & Guduid, P. (1991).Organisational Learning and Communities of PracticeToward a Unified View of Working, Learning and Innovation. Organizaional Science,2 (1): 40-57.Chao, G.T. Walz, P.M., & Gardner, P. (1992). Formal and Informal Mentorshios: AComparison on Mentoring Functions and Contrast with Nonmentored Counterparts.Personnel Psychology, 45:619-636.Draft, R.L (1994). Management. Orlando: The Dryden Press.Draganidis. F., & Mentzas, G., (2006). Competency Based Management: A Review ofSystems and Approaches. Information Management and Computer Security. 14(1),51-64.Fagenson, E.A. (1989).The Mentor Advantage: Perceived Career/Job Experiences ofProteges versus Non-proteges. Journal of Organizaional Behavior, 10:309-320.Ford, J. D, & Ford, L. W. (1995).The Roles of Conversations in Producing IntentionalChange in Organizations. Acadeny of Management Review, 20 (3):541-570.Hunt D. M. & Michael C. (1983). Mentorship: A Career Training and Development Tool.Academy of Management Review, 8:475-485.Katz, R. L. (1955). Skill of An Effective Administrator. Harvard Business Review, 33(1),33-42.Kram, K.E. (1985). Mentoring at Work; Development Relationships in OrganizationalLife. Glenview, IL: Scott Foreman.Lavy, A., & Merry, U. (1998). Organizaional Transformaion. Revitalizing Organizationfor Competive World. Jessey-Bass Inc.McCall, M. W., Lombardo, M. M., & Morrison, A. M. (1988).The Lessons ofExperience: How Successful Executives Develop on the Job. Lexington, MA:Lexington Books.McClelland,D.C. (1973).Testing for Competence Rather Than for Intelligence.American Psychologist,1-14.P7.Murray-Hicks, M., & Mugent, J. (1971). Positive Motivation Process for ChangingHuman Behavior. Paper presented at the National Society for Performance andInstruction Conference, Rochester, N.Y.Phillips, Jones, L. (1983). Establishing a Formalized Mentoring Program. Training &Development Journal, 37 (2): 38.Prahalad.C.K., & Gary Hamel. (1990). Strategic Intent. Harvard Business Review.Sanghi,S.(2007).The Handbook of Competency Mapping. Thousand Oaks:Sage.Scandura, T. A. (1992). Mentorship and Career Mobility: An Empirical Investigation.Journal of Organizational Behavior, 13: 169-174.Schmuckler. (1987). Succession Planning: Key to Corporate Excellence. PersonnelPsychology, 40 (2), 424-427.Sevy, B. A., Olson, R. D., McGuire, D. P., Fraser, M. E., & Paajanen, G. (1985).Management Skills Profile Research Report and Technical Manual. Minneapolis, MN:Personnel Decision, Inc.Shaheen, G. T. (1994). Approach to Transformation. Chief Exective, March: 2-5.Spencer, L. M., & Spencer, S. M. (1993). Competence at Work: Models for SuperiorPerformance, John Wieley & Sons,Inc.Ragins, B, R., & McFarlin, D.B. (1990).Perceptions of Mentor Roles in Cross-genderMentoring Relationships. Journal of Vocational Behavior. 37: 321-339.Ragins, B, R., & Scandura, T. A. (1994). Gender Differences in Expected Outcomes ofMentoring Relationships. Academy Management Journal. 37(4), 957-971.Weick, K.E. & Quinn, R.E. (1999). Organizational Change and Development. AnnualReview of Psychology, 50:361-386. 描述 碩士
國立政治大學
經營管理碩士學程(EMBA)
100932018
101資料來源 http://thesis.lib.nccu.edu.tw/record/#G0100932018 資料類型 thesis dc.contributor.advisor 樓永堅 zh_TW dc.contributor.author (Authors) 林添瑞 zh_TW dc.creator (作者) 林添瑞 zh_TW dc.date (日期) 2012 en_US dc.date.accessioned 1-Apr-2013 14:37:33 (UTC+8) - dc.date.available 1-Apr-2013 14:37:33 (UTC+8) - dc.date.issued (上傳時間) 1-Apr-2013 14:37:33 (UTC+8) - dc.identifier (Other Identifiers) G0100932018 en_US dc.identifier.uri (URI) http://nccur.lib.nccu.edu.tw/handle/140.119/57562 - 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) 100932018 zh_TW dc.description (描述) 101 zh_TW dc.description.abstract (摘要) 中小企業一直以來都扮演著台灣整體經濟的幕後重要推手，但面對全球經濟景氣多變的經營環境，台灣中小企業面臨的競爭挑戰也日趨增加，主要原因為全球化趨勢促使產業環境快速變遷、競爭加劇，對中小企業的經營有著關鍵性的影響，面對這樣強烈的全球化挑戰，中小企業轉型和升級是必然的。因此，當中小企業遇到經營瓶頸，必須藉由轉型策略，重新塑造企業競爭優勢，而企業轉型的成敗與人才發展機制息息相關，本次個案研究以某一具代表性的中小企業科技公司為研究的對象，採用深入訪談法引導談話方向的訪問方式進行資料收集。透過實證研究來探討「企業轉型」與「人才發展機制」之間配合運作方式，並探討企業轉型後，如何利用人才發展機制的因應策略，來提升企業之組織績效。在組織進行企業轉型策略後，透過適當的人才發展機制的選擇，讓轉型的績效可以更順利的達成，期望透過這一次的研究，提供中小企業在面臨到組織轉型時，擬定人才發展機制的參考資料。 zh_TW dc.description.abstract (摘要) Small & Medium Enterprises (henceforth, SMEs) have acted in an importantbackstage role as a whole in the economy of Taiwan. Surrounded by theconstantly changing business environments in the world, the SMEs in Taiwanfaces more competition from domestic and foreign markets. The main reasonsare that the trends of globalization have not only had a severe impact oncompetition, but also on opportunities for SMEs. With strong globalcompetition and challenges, the only way for Taiwan to face internationalcompetition is to look at industry transformation. Hence, to solve thedifficulties, the entrepreneurs must reshape the competitive advantage through atransformation strategy. And the success or failure of transformation is relatedto the talent development mechanism. The object of this case study is a figureof small and medium technology company. In this case, gather necessary datathrough thorough interviews between individuals.For this reason, this paper tends to probe into the relationships betweencorporate transformation and talent development for SMEs in Taiwan byempirical research and tries to figure out how SMEs use the talent developmentmechanism to promote the corporate performance after the transformation.Keywords：Small & Medium Enterprises; Transformation Strategy; TalentDevelopment en_US dc.description.tableofcontents 目 錄 .......................................................................................................... IV圖 次 ........................................................................................................... V表 次 .......................................................................................................... VI第一章 緒論 .................................................................................................. 1第一節 研究背景及動機 ................................................................................. 1第二節 研究範圍與研究目的 ......................................................................... 2第三節 研究流程 ............................................................................................. 3第二章 文獻探討 .......................................................................................... 5第一節 企業轉型的意義與內涵 ..................................................................... 5第二節 人才管理理論與關鍵人才定義 ....................................................... 14第三節 企業導師制度 ................................................................................... 19第四節 職能與管理職能的內涵與意義 ....................................................... 23第五節 接班人計劃與管理模式 ................................................................... 41第三章 研究方法 ........................................................................................ 50第一節 個案研究法 ....................................................................................... 50第二節 研究方法說明 ................................................................................... 51第四章 個案公司研究與分析 ...................................................................... 54第一節 個案公司介紹 ................................................................................... 54第二節 個案分析 ........................................................................................... 61第五章 結論與建議 ..................................................................................... 94第一節 研究結論與後續研究建議 ............................................................... 94第二節 研究限制 ........................................................................................... 97參考文獻 ...................................................................................................... 98 zh_TW dc.language.iso en_US - dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0100932018 en_US dc.subject (關鍵詞) 中小企業 zh_TW dc.subject (關鍵詞) 轉型策略 zh_TW dc.subject (關鍵詞) 人才發展機制 zh_TW dc.subject (關鍵詞) Small & Medium Enterprises en_US dc.subject (關鍵詞) Transformation Strategy en_US dc.subject (關鍵詞) Talent Development Mechanism en_US dc.title (題名) 中小企業轉型之人才發展機制探討-以G公司為例 zh_TW dc.title (題名) The Study on Talent Development Mechanism of Small Medium Enterprise Transformation- A Case Study of G Company en_US dc.type (資料類型) thesis en dc.relation.reference (參考文獻) 一、 中文文獻(1) 專書李隆盛、黃同圳（1990）。人力資源發展。台北：師大書苑。Jack Welch（2005）。致勝。台北：天下文化。Peter E. Drucker（1998）。巨變時代的管理。台北：中天。(2) 期刊、會議、學位論文吳佩芳（2003)。管理才能、工作動機、與工作績效關係之研究。國立中央大學人力資源管理研究所碩士論文，桃園縣。吳佳儒（2000)。HR 專業人員才能需求模型之建立-以個案公司為例。國立中央大學人力資源管理研究所之碩士論文，桃園縣。吳雅琪（2003)。管理才能評鑑量表之評估-以A公司為例。國立中央大學企業管理研究所碩士論文，桃園縣。周日耀（2008)。員工對組織實施人才管理制度之認知與個人才能發展、離職傾向及生涯發展之關聯性探討-以個人成長需求為調節變項。國立中央大學人力資源管理研究所碩士論文，桃園縣。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。邱建豪（2008)。國軍新訓單位教育班長管理職能評鑑之研究-360 度評鑑法之運用。國防大學政治作戰學苑心理及社會工作學系碩士論文，桃園縣。袁素萍（2003)。企業轉型成功關鍵因素之研究。國立成功大學高階管理在職專班碩士論文，台南市。涂博崧（2010)。師徒制度對徒弟職涯成效影響之整合分析。國立政治大學心理學研究所碩士論文，台北市。陳心婷（2008)。企業接班人計劃實施現況調查。中央大學人力資源管理研究所碩士論文，桃園縣。陳志鈺（2001)。百貨業樓面管理人員職能量表之建立-以某百貨公司為例。國立中央大學人力資源管理研究所碩士論文，桃園縣。陳明璋（1996)。企業轉型的策略與成功關鍵。貿易週刊。1690 期頁18-21。黃柏喻（2006)。職能冰山模型與績效之探討。國立中興大學企業管理學系碩士論文，台中市。張正賢（2009)。核心職能、教育訓練與工作績效關係之研究-以定期海運業為例。國立成功大學交通管理科學系碩士論文，台南市。蘇怡華（2011)。多層次傳銷組織管理者職能之研究。國立中山大學管理學院國際經營管理碩士論文，高雄市。陸早行（1985)。德菲法（Delphi）在策略趨勢預測上的應用-以人身保險理賠策略為例。台北：國立台灣大學商學研究所碩士論文，台北市。劉興台（2002)。傳統產業轉型關鍵成功因素之探討-以台灣鹽業為例。中華大學經理管理碩士論文，新竹市。二、 英文文獻Adams, J. D. (1984). Transfroming Work. VA: Miles Review Press.Allen, T. D., McManus. S. E., & Russell Russell, J.E. A. (1999). NewcomerSocialization and Stress: Formal Peer Relationships as a Source of Support. Journalof Vocational Behavior, 54:453-470.Aryee, S., & Leong, C. C. (1991). Career Orientations and Work Outcomes AmongIndustrial R&D Professionals. Group & Organization Studies, 16 (2): 193-205.Berger, L.A., & Mystigne, D.A. (1976). Practical Management Manpower Planning.Personnel Journal, June , 296-299.Boyatzis, D. (1982).The Competence Manager: A Model for Effective Performance. N.Y.John Wiley & Son.Brown, S.T., & Guduid, P. (1991).Organisational Learning and Communities of PracticeToward a Unified View of Working, Learning and Innovation. Organizaional Science,2 (1): 40-57.Chao, G.T. Walz, P.M., & Gardner, P. (1992). Formal and Informal Mentorshios: AComparison on Mentoring Functions and Contrast with Nonmentored Counterparts.Personnel Psychology, 45:619-636.Draft, R.L (1994). Management. Orlando: The Dryden Press.Draganidis. F., & Mentzas, G., (2006). Competency Based Management: A Review ofSystems and Approaches. Information Management and Computer Security. 14(1),51-64.Fagenson, E.A. (1989).The Mentor Advantage: Perceived Career/Job Experiences ofProteges versus Non-proteges. Journal of Organizaional Behavior, 10:309-320.Ford, J. D, & Ford, L. W. (1995).The Roles of Conversations in Producing IntentionalChange in Organizations. Acadeny of Management Review, 20 (3):541-570.Hunt D. M. & Michael C. (1983). Mentorship: A Career Training and Development Tool.Academy of Management Review, 8:475-485.Katz, R. L. (1955). Skill of An Effective Administrator. Harvard Business Review, 33(1),33-42.Kram, K.E. (1985). Mentoring at Work; Development Relationships in OrganizationalLife. Glenview, IL: Scott Foreman.Lavy, A., & Merry, U. (1998). Organizaional Transformaion. Revitalizing Organizationfor Competive World. Jessey-Bass Inc.McCall, M. W., Lombardo, M. M., & Morrison, A. M. (1988).The Lessons ofExperience: How Successful Executives Develop on the Job. Lexington, MA:Lexington Books.McClelland,D.C. (1973).Testing for Competence Rather Than for Intelligence.American Psychologist,1-14.P7.Murray-Hicks, M., & Mugent, J. (1971). Positive Motivation Process for ChangingHuman Behavior. Paper presented at the National Society for Performance andInstruction Conference, Rochester, N.Y.Phillips, Jones, L. (1983). Establishing a Formalized Mentoring Program. Training &Development Journal, 37 (2): 38.Prahalad.C.K., & Gary Hamel. (1990). Strategic Intent. Harvard Business Review.Sanghi,S.(2007).The Handbook of Competency Mapping. Thousand Oaks:Sage.Scandura, T. A. (1992). Mentorship and Career Mobility: An Empirical Investigation.Journal of Organizational Behavior, 13: 169-174.Schmuckler. (1987). Succession Planning: Key to Corporate Excellence. PersonnelPsychology, 40 (2), 424-427.Sevy, B. A., Olson, R. D., McGuire, D. P., Fraser, M. E., & Paajanen, G. 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