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題名 企業人才之觀念定義與個案驗證 作者 簡婉筠 貢獻者 管康彥
簡婉筠關鍵詞 人才
人才定義
人才管理日期 2012 上傳時間 2-Sep-2013 15:14:36 (UTC+8) 摘要 當今企業無不認為「人才是企業最大的資產」,而企業間搶奪人才之人才戰爭隨著人才供給的減少越演越烈,然而多數企業對於人才只有一模糊概念,但在對人才沒有明確定義下,企業也無法從事人才管理的活動,遑論藉由人才產生企業本身之競爭優勢。對於人才之定義,學界及業界始終未有一定論,本研究嘗試藉由關於人才及人才管理之文獻探討歸納出學界及業界對於人才之定義分類,共可分為以下三類:一、能力說,具有高績效及高潛力的人即為人才;二、職位說,人才是位居要職的人;三、全員說,在企業中人人都是人才。並且闡述此三種定義背後之支持理論以及中心思想。接著,奠基在此三種分類上,尋找相對應之個案進行驗證,能力說之驗證個案為奇異電子(General Electronic,GE);能力說之驗證個案為日本工具機製造商天田株式會社(Amada);全員說之驗證個案則為搜尋引擎龍頭Google。除了分別驗證三種人才定義之可行性外,本研究發現企業採取不同人才定義有其營運情境,並且企業會隨發展階段不同而選擇不同的人才定義,同時設計相對應之人才管理作法。企業可運用本研究之結論,檢視自身營運情境及需求選擇合適的人才定義,並搭配適當之人才管理作法。關鍵字:人才、人才定義、人才管理 參考文獻 一、中文資料1.Chris Chen(2007)。向威爾許學管理。台北縣:前景。2.Chris Chen(2007)。威爾許EZ管理。台北縣:前景。3.Jeffrey, C.(2005)。像傑克•威爾許一樣管理(Jack Welch`s wisdom of management)(袁世珮譯)。台北市:美商麥格羅•希爾。(原作2005年出版)4.Simons Lo(2005)。全球最強搜尋引擎Google。台北市:維德文化。5.王奕尹(2006)。贏在奇異—威爾許的管理智慧。台北縣:海信圖書。6.史都華•柯萊納(Crainer, S.)(2000)。全球企業再造大師傑克•威爾許—奇異公司總裁經營成功十大祕訣(Business the Jack Welch Way:10 Secrets of the World`s Greatest Turnaround King)。(董更生譯)。台北市:智庫。7.伯納德•吉拉德(Girard, B.)(2013)。科技菁英最想任職的公司—Google如何思考?怎樣運作?(The Google way:how one company is revolutionizing management as we know it.)(吳浩、李娜譯)。台北市:上奇資訊。(原作2009年出版)8.李開復(2006)。做21世紀的人才。台北市:聯經。9.李誠、黃同圳、房美玉、蔡維奇、林文政、陸洛(2011)。人力資源管理的12堂課。台北市;天下遠見。10.林宏達(2006,6月19日)。四道關卡嚴選出千分之四的人才 Google》仿奧林匹克標準的甄選流程。商業週刊。969,92。11.林淑馨(2010)。質性研究:理論與實務。新北市:巨流。12.夏蘭、康納提(Charan, R. & Conaty, B.)(2011)。決勝人才力(The Talent Masters: Why Smart Leaders Put People Before Numbers)。(許瑞宋譯)。台北市:天下遠見。13.徐宗國(2002)。質性研究概論。台北:巨流。14.高軼飛、陳亞光(2002)。傑克•威爾許教你學領導:全球最受歡迎的通用電氣總裁。台北縣:方圓文化。15.張遠昌(2006)。Google持續成長的秘密。台北縣:三義文化企業。16.許瓊文 (2005,8月15日)。他讓微軟和Google撕破臉;李開復跳槽,惹惱比爾.蓋茲 。商業周刊。925,48。17.陳向民(2002)。社會科學質的研究。台北:五南。18.陳朝益、陳錦春 (2012)。翻滾吧,MIT人才!。台北市:大寫出版。19.鹿荷(2004)。打造奇異王國的領導者 傑克•威爾許。台北縣:采竹文化。20.傑弗瑞•克雷姆(Krames, J.A.)(2005)。傑克•威爾許的4E領導學(Jack Welch and the 4E`s of Leadership)(袁世珮譯)。台北市:美商麥格羅•希爾。(原作2005年出版)21.傑克•威爾許(Welch, J.)(2002)。jack。(黃佳瑜譯)。台北市:大塊文化。(原作2001年出版)22.傑克•威爾許、蘇西•威爾許(Welch, J. & Welch, S.)(2005)。致勝 威爾許給經理人的二十個建言。(羅耀宗譯)。台北市:天下遠見。(原作2005年出版)23.勞勃•史雷特(Slater, R.)(1999)。企業強權:傑克•威爾許再造奇異之道(Jack Welch and the GE Way)(袁世珮譯)。台北市:美商麥格羅•希爾。(原作1999年出版)24.勞勃•史雷特(Slater, R.)(1999)。奇異之眼:全球最具競爭力企業領導人傑克•威爾許的領導秘訣(Get Better or Get Beaten! 31leadership secrets from GE`s Jack Welch)(陳怡如、陳姵妏譯)。台北市:美商麥格羅•希爾。(原作1999年出版)25.勞勃•史雷特(Slater, R.)(2000)。複製奇異:傑克•威爾許打造企業強權實戰全紀錄(The GE Way Fieldbook)(袁世珮譯)。台北市:美商麥格羅•希爾。(原作2000年出版)26.曾如瑩 (2012,10月29日)。企業用人,該不該設員工淘汰線? 。商業周刊。1301,36。27.曾蒙(2003)。傑克•威爾許—奇異總裁的企業再造傳奇。台北縣:寶佳利。28.葉重新(2001)。教育研究法。台北市:心理出版社29.蒙永業(2004)。全球第一總裁—傑克•威爾許的管理秘訣與領導藝術。台北市:海洋文化。30.歐用生(1989)。質的研究。台北:師大書苑。31.鄭怡世(2002)。個案研究法之介紹—兼論其在社會工作實務中的運用。社區發展季刊,99,415-43032.諾爾•提區、史崔佛•薛曼(Tichy, N. & Sherman, S.)(2002)。奇異傳奇。(吳鄭重譯)。台北市:智庫。(原作1993年出版)33.藍毓仁(2008)。質性研究方法。台北市:巨流。34.藍鳴(2006)。傑克•威爾許給領導者的11條執行準則。台北縣:大利文化。35.羅耀宗(2005)。Google-Google成功的七堂課。台北市:梅霖文化。36.譚地洲(2004)。經營鬼才—傑克•威爾奇。台北市:新瀚文化。 二、英文文獻1.Anonymous. (2010). Talent Management Must Mesh With Bushiess Goals for Post-Recission Success. HR Focus, 87(1), 82.Andrews, K.R. (1951). Executive Training by the Case Method. Harvard Business Review, 29(5), 58-703.Barab, S. A., & Plucker, J.A. (2002). Smart People or smart contexts? Cognition, ability, and talent development in an age of situated approaches to knowing and learning. Educational Psychologist, 37(3), 165-1824.Berger, L. A. & Berger, D. R. (2004). The talent management hadbook: creating organizational excellence by identifying, developing, and promoting yor best people. New York: McGraw-Hill5.Bhasin.B. B., & Cheng, P. L. K. (2002). The fight for global talent: new directions, new competitors - a case study on Singapore. Career Development International; 7(2), 1096.Boudreau, J.W., & Ramstad, P. M. (2005a). Talentship, talent segmentation, and sustainability: A new HR decision science paradigm for a new strategy definition. Human Resource Management, 44(2), 129-1367.Boudreau, J.W., & Ramstad, P. M. (2005b). Talentship and the New Paradigm for Human Resource Management: From Professional Practices to Strategic Talent Decision Science. Human Resource Planning, 28(2), 17-268.Boudreau, J.W., & Ramstad, P. M. (2002). From "Professional Business Partner"to " Strategic Talent Leader": "What`s Next" for Human Resource Management. CAHRS Working Paper Series, 2(10), 1-299.Bothner, M.S., Podolny, J.M., & Smith, E. B. (2011). Organizing contest for status: The Matthew effect vs. the Mark effect. Management Science, 57(3), 439-45710.Branham, L. (2005). Planning to become an employer of choice, Journal of Organizational Excellence, 24(3), 57-6911.Buckingham, M., & Vosburgh, R. M. (2001). The 21st century human resources function: It`s the talent, stupid! Human Resource Planning, 24(4), 17-2312.Chowdhury, S. (2002): The talent era: Achieving a high return on talent. New Jersey, Prentice Hall13.Chris, B. (2005). Do you mean talent- or potential? Human Resources, 9, 2014.Collings, D.G., & Mellahi, K. (2009). Strategic talent management: A review and research agenda. Human Resource Management Review, 19, 304-31315.Crain, D.W., (2009). Only the right people are strategic assets of the firm. Strategy & Leadership, 37(6), 33-3816.DeLong, T.J. & Vijayaraghavan, V., (2003). Let`s hear it for B players. Harvard Business Review, 81(6), 96-10117.Fishman, C. (1998). The war for talent, Fast Company, August, 104-10618.Gallardo-gallardo, E., Dries, N., & Gonzalez-Cruz, T. F. (in press). What is the meaning of `talent` in the world of work? Human Resource Mnangement Review19.Gagne, F. (2000). Understanding the complex choreography of talent development through DMGT-Based analysis. In K.A. Heller(Ed.), International handbook of giftedness and talent (2nd ed.). Oxford: Elsevier.20.Groysberg, B., Nanda, A., & Nohria, N. (2004). The reisky business of hiring stars. Harard Business Review, 82(5), 92-10021.Guthridge, M., Komm.A.B., & Emily Lawson.(2008). Making talent a stratigic priority. The McKinsey Quarterly. 1, 49-5922.Huselid, M.A., Beatty, R.W., & Becker, B.E. (2005). "A Players" or "A positions"? The Strategic Logic of Workforce Management. Harard Business Review, 83(12), 110-11723.Iles, P. (2008). Talent balancing: staffing your company for long-term success. Human Resource Development International, 11(2), 215-21824.Larson, P. & Richburg, M. (2004). Leadership coaching, in Berger, L. & Berger, D. (Eds.)`s The talent management handbook, New York: McGraw-Hill25.Lewis, R.E., & Heckman, R. J. (2006). Talent mamgement: A critical review. Human Resource Management Review, 16(2), 139-15426.Michaels., Handfield-Jones, H. & Beth, A. (2001). The war for talent. Mckinsey Company, Inc27.O`Reilly, C. A., & Pfeffer, J. (2000). Cisco systems: Acquiring and retaining talent in hypercompetitive markets. Human Resource Planning, 23(3), 38-5228.Peters, T. (2006). Leaders As Talent Fanatics. Leadership Excellence; 23(11), 12-1329.Pepermans, R., Vloeberghs, D., & Perkisas, B. (2003). High potential identification policies: An empirical study among Belgian companies. The Journal of Management Development, 22(8), 660-67830.Silzer, R., & Dowell, B. E. (2010). Strategy-driven talent management: A leadership imperative. San Francisco: John Wiley & Sons.31.Silzer, R. F., & Church, A.H. (2010). Identifying and assessing high-potential talent. Current orgazination practices. In R.F. Silzer, & B. E. Dowell (Eds.), Strategy-driven talent management: Aleadership imperative. San Francisco: JosseyBass.32.Smart, B. D. (2005). Topgrading: How leading companies win by hiring, coaching, and keeping the best people. New York: Portfolio (Penguin Group)33.Swailes, S. (2013). The ethics of talent management. Business Ethics: A European Review, 22(1), 32-4634.Stephens, N. (2010). Talent management: ensuring your people give you the competitive edge. Strategic Direction, 26(7), 3-535.Stahl, G.K., Bjorkman, I., Farndale, E., Morris, S.S., Paauwe, J., Stiles, P., et al. (2007). Global talent management: How leading multinationals build and sustain their pipeline. INSEAD Faculty and Research Working Papers, 2436.Tansley, C., Turner, P., Foster, C., Harris, H.M., Stewart, J. & Sempik, A. (2007). Talent: Strategy, Management, Measurement, London: CIPD37.Tulgan, B. (2002). Winning the talent wars. New York: Norton38.Ulrich, D., & Smallwood, N. (2012). What is talent? Leader to Leader, 63, 55-6139.Walker, J. W., & LaRocco, J. M. (2002). Perspectives: Talent Pools: The best and the rest. Human Resource Planning, 25(3), 12-1440.Wall, J. H. & Aijala, A. (2004). It`s 2008: Do you know where your talent is? Deloitte research study41.Ward, K. & Jacobsen, M. (2011). Relational Talent Management: Where organisational strategy meets individual choice. The Ashridge Journal.42.Williams, M. (2000). The war for talent: Getting the best from the best. London: CIPD43.Yin, R. K. (1994). Case Study Research: Design and Methods: Sage44.Yost, P. R., & Chang, G. (2009). Everyone is equal, but some are more equal than others. Industrial and organizational Psychology, 2(4), 442-445三、網站資料1.The New York Times(2011, Mar.12). Google’s Quest to Build a Better Boss. (瀏覽時間:2013年7月23日)2.GE公司全球網站:http://www.ge.com/ (瀏覽時間:2013年7月21日)3.Google公司全球網站:http://www.google.com/about/(瀏覽時間:2013年7月15日) 描述 碩士
國立政治大學
企業管理研究所
100355039
101資料來源 http://thesis.lib.nccu.edu.tw/record/#G0100355039 資料類型 thesis dc.contributor.advisor 管康彥 zh_TW dc.contributor.author (Authors) 簡婉筠 zh_TW dc.creator (作者) 簡婉筠 zh_TW dc.date (日期) 2012 en_US dc.date.accessioned 2-Sep-2013 15:14:36 (UTC+8) - dc.date.available 2-Sep-2013 15:14:36 (UTC+8) - dc.date.issued (上傳時間) 2-Sep-2013 15:14:36 (UTC+8) - dc.identifier (Other Identifiers) G0100355039 en_US dc.identifier.uri (URI) http://nccur.lib.nccu.edu.tw/handle/140.119/59216 - 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 zh_TW dc.description (描述) 100355039 zh_TW dc.description (描述) 101 zh_TW dc.description.abstract (摘要) 當今企業無不認為「人才是企業最大的資產」,而企業間搶奪人才之人才戰爭隨著人才供給的減少越演越烈,然而多數企業對於人才只有一模糊概念,但在對人才沒有明確定義下,企業也無法從事人才管理的活動,遑論藉由人才產生企業本身之競爭優勢。對於人才之定義,學界及業界始終未有一定論,本研究嘗試藉由關於人才及人才管理之文獻探討歸納出學界及業界對於人才之定義分類,共可分為以下三類:一、能力說,具有高績效及高潛力的人即為人才;二、職位說,人才是位居要職的人;三、全員說,在企業中人人都是人才。並且闡述此三種定義背後之支持理論以及中心思想。接著,奠基在此三種分類上,尋找相對應之個案進行驗證,能力說之驗證個案為奇異電子(General Electronic,GE);能力說之驗證個案為日本工具機製造商天田株式會社(Amada);全員說之驗證個案則為搜尋引擎龍頭Google。除了分別驗證三種人才定義之可行性外,本研究發現企業採取不同人才定義有其營運情境,並且企業會隨發展階段不同而選擇不同的人才定義,同時設計相對應之人才管理作法。企業可運用本研究之結論,檢視自身營運情境及需求選擇合適的人才定義,並搭配適當之人才管理作法。關鍵字:人才、人才定義、人才管理 zh_TW dc.description.tableofcontents 謝辭 ii摘要 iv目錄 v表目錄 vi圖目錄 vi第一章 緒論 1第一節 研究背景與動機 1第二節 研究目的與問題 3第三節 研究方法 4第四節 研究流程 8第二章 文獻探討 9第一節 能力說 9第二節 職位說 15第三節 全員說 24第三章 個案驗證 33第一節 GE 33第二節 Amada 42第三節 Google 50第四章 結論與建議 64第一節 結論 64第二節 後續研究建議 66參考文獻 67 zh_TW dc.language.iso en_US - dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0100355039 en_US dc.subject (關鍵詞) 人才 zh_TW dc.subject (關鍵詞) 人才定義 zh_TW dc.subject (關鍵詞) 人才管理 zh_TW dc.title (題名) 企業人才之觀念定義與個案驗證 zh_TW dc.type (資料類型) thesis en dc.relation.reference (參考文獻) 一、中文資料1.Chris Chen(2007)。向威爾許學管理。台北縣:前景。2.Chris Chen(2007)。威爾許EZ管理。台北縣:前景。3.Jeffrey, C.(2005)。像傑克•威爾許一樣管理(Jack Welch`s wisdom of management)(袁世珮譯)。台北市:美商麥格羅•希爾。(原作2005年出版)4.Simons Lo(2005)。全球最強搜尋引擎Google。台北市:維德文化。5.王奕尹(2006)。贏在奇異—威爾許的管理智慧。台北縣:海信圖書。6.史都華•柯萊納(Crainer, S.)(2000)。全球企業再造大師傑克•威爾許—奇異公司總裁經營成功十大祕訣(Business the Jack Welch Way:10 Secrets of the World`s Greatest Turnaround King)。(董更生譯)。台北市:智庫。7.伯納德•吉拉德(Girard, B.)(2013)。科技菁英最想任職的公司—Google如何思考?怎樣運作?(The Google way:how one company is revolutionizing management as we know it.)(吳浩、李娜譯)。台北市:上奇資訊。(原作2009年出版)8.李開復(2006)。做21世紀的人才。台北市:聯經。9.李誠、黃同圳、房美玉、蔡維奇、林文政、陸洛(2011)。人力資源管理的12堂課。台北市;天下遠見。10.林宏達(2006,6月19日)。四道關卡嚴選出千分之四的人才 Google》仿奧林匹克標準的甄選流程。商業週刊。969,92。11.林淑馨(2010)。質性研究:理論與實務。新北市:巨流。12.夏蘭、康納提(Charan, R. & Conaty, B.)(2011)。決勝人才力(The Talent Masters: Why Smart Leaders Put People Before Numbers)。(許瑞宋譯)。台北市:天下遠見。13.徐宗國(2002)。質性研究概論。台北:巨流。14.高軼飛、陳亞光(2002)。傑克•威爾許教你學領導:全球最受歡迎的通用電氣總裁。台北縣:方圓文化。15.張遠昌(2006)。Google持續成長的秘密。台北縣:三義文化企業。16.許瓊文 (2005,8月15日)。他讓微軟和Google撕破臉;李開復跳槽,惹惱比爾.蓋茲 。商業周刊。925,48。17.陳向民(2002)。社會科學質的研究。台北:五南。18.陳朝益、陳錦春 (2012)。翻滾吧,MIT人才!。台北市:大寫出版。19.鹿荷(2004)。打造奇異王國的領導者 傑克•威爾許。台北縣:采竹文化。20.傑弗瑞•克雷姆(Krames, J.A.)(2005)。傑克•威爾許的4E領導學(Jack Welch and the 4E`s of Leadership)(袁世珮譯)。台北市:美商麥格羅•希爾。(原作2005年出版)21.傑克•威爾許(Welch, J.)(2002)。jack。(黃佳瑜譯)。台北市:大塊文化。(原作2001年出版)22.傑克•威爾許、蘇西•威爾許(Welch, J. & Welch, S.)(2005)。致勝 威爾許給經理人的二十個建言。(羅耀宗譯)。台北市:天下遠見。(原作2005年出版)23.勞勃•史雷特(Slater, R.)(1999)。企業強權:傑克•威爾許再造奇異之道(Jack Welch and the GE Way)(袁世珮譯)。台北市:美商麥格羅•希爾。(原作1999年出版)24.勞勃•史雷特(Slater, R.)(1999)。奇異之眼:全球最具競爭力企業領導人傑克•威爾許的領導秘訣(Get Better or Get Beaten! 31leadership secrets from GE`s Jack Welch)(陳怡如、陳姵妏譯)。台北市:美商麥格羅•希爾。(原作1999年出版)25.勞勃•史雷特(Slater, R.)(2000)。複製奇異:傑克•威爾許打造企業強權實戰全紀錄(The GE Way Fieldbook)(袁世珮譯)。台北市:美商麥格羅•希爾。(原作2000年出版)26.曾如瑩 (2012,10月29日)。企業用人,該不該設員工淘汰線? 。商業周刊。1301,36。27.曾蒙(2003)。傑克•威爾許—奇異總裁的企業再造傳奇。台北縣:寶佳利。28.葉重新(2001)。教育研究法。台北市:心理出版社29.蒙永業(2004)。全球第一總裁—傑克•威爾許的管理秘訣與領導藝術。台北市:海洋文化。30.歐用生(1989)。質的研究。台北:師大書苑。31.鄭怡世(2002)。個案研究法之介紹—兼論其在社會工作實務中的運用。社區發展季刊,99,415-43032.諾爾•提區、史崔佛•薛曼(Tichy, N. & Sherman, S.)(2002)。奇異傳奇。(吳鄭重譯)。台北市:智庫。(原作1993年出版)33.藍毓仁(2008)。質性研究方法。台北市:巨流。34.藍鳴(2006)。傑克•威爾許給領導者的11條執行準則。台北縣:大利文化。35.羅耀宗(2005)。Google-Google成功的七堂課。台北市:梅霖文化。36.譚地洲(2004)。經營鬼才—傑克•威爾奇。台北市:新瀚文化。 二、英文文獻1.Anonymous. 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