研究生: |
王素貞 SU-CHEN WANG |
---|---|
論文名稱: |
職能與績效發展對營運績效提升之研究 Effect of Competency and Performance Development on Business Performance Improvement-A Case Study of A Company |
指導教授: |
周碩彥
Shuo-Yan Chou |
口試委員: |
楊文鐸
Wen-Dwo Yang 喻奉天 Vincent F. Yu |
學位類別: |
碩士 Master |
系所名稱: |
管理學院 - 工業管理系 Department of Industrial Management |
論文出版年: | 2010 |
畢業學年度: | 99 |
語文別: | 中文 |
論文頁數: | 80 |
中文關鍵詞: | 人力資源管理 、職能 、管理職能 、績效管理 、360度回饋 |
外文關鍵詞: | manageri |
相關次數: | 點閱:282 下載:6 |
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世界經濟環境結構的變遷,直、間接影響企業對人才需求結構上的改變。直接影響是全球化打破人才地域性的限制,企業必須面對求才及留才的挑戰。間接影響是企業面對外在環境競爭壓力下,對人才的獲取需要考量未來的企業需求而無法逐步培養。企業競爭優勢端賴於是否具備核心競爭力,而核心競爭力決定於員工的能力。如何在人力招聘時就找到對的人, 如何在企業中發掘高潛能人才,將是企業重要的人才發展策略。
人才是企業最重要的資本,也是企業競爭力的驅動能量,希望藉由職能模型導入的360度職能回饋,讓員工瞭解工作上不足進而制訂職能式之教育訓練,提升訓練效益及人力資本;職能可推進績效管理發展更臻全方位,從單一的目標衡量增加態度、行為評量;職能將促進人力資源策略上關鍵人才的接班計畫啟動,進而讓人力資源發展體系建構完整。
The structural change in world economic environment affects both directly and indirectly the structural change in the demand for talents. The direct effect is that the regional restrain of talents was broken by globalization, and enterprises have to face the challenge of recruiting and retaining talents. The indirect effect is that the future needs of the enterprises need to be considered when they acquire the talents. However, the enterprises cannot train their employees step by step while facing the external competitive pressure. So competitive advantage of enterprises depends on whether they have the core competence, and the core competitiveness depends on employees’ ability. The most important strategies of human resource development are how to find the right people while recruiting, and how to discover employees with great potential in the enterprise.
Talents are the most important capital for an enterprise, and they are the driving energy of the enterprise competitiveness. Therefore, enterprises hope to introduce the 360-degree feedback evaluation through the model functions. It can let the employees understand the lack of their work, so that they will set up the functional education training in order to raise both the training efficiency and human capital. Competence may improve overall performance managing development by increasing attitude and behavior to the single object assessment. Competence will improve the human resource strategy on starting the plan of key person who carry on the work, and then complete the human resource development system.
一、中文部份
1. 鄧國宏,「主管管理才能評鑑量表之建立與信、效度分析」,碩士論文,國立中央大學,中壢(2000)。 PP. 11-12
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4. 賴遠烽,「員工職能與績效發展之相關性研究」,碩士論文,國立交通大學,新竹(2003)。 PP. 36
5. 劉楚慧,「企業十大核心職能排行」,人才資本,May 2006 NO.2(2006)。
PP. 12-13
6. 吳惠雯,「以職能發展為基礎的人才發展體制與應用」,碩士論文,國立中山大學,高雄(2006)
7. 吳偉文、李右婷,「人力資源管理-讀解職能密碼」,普林斯頓國際有限公司,台北(2008)。
8. 許慈倩,「【落實績效管理系列二】德州儀器:善用「績效發展計畫」,讓員工適才適所」,人才資本雜誌,2007年11出版 第10期(2007)。PP. 13
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10. 鄭好晴,「職能與組織績效發展的關係研究」,碩士論文,逢甲大學,台中(2008)。
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13. 魏傳虔,「全球PC市場發展暨重要議題分析」,產業情報研究所(MIC)財團法人資訊工業策進會,台北(2009)。
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二、英文部份
1. Boyatzis, Richard E., “The Competent Manager:A Model for Effective Performance ” , John Wiley & Sons, Inc., New York.(1982)
2. Bratton, A. D., “Develop a framework of core competencies”, Credit Union Magazine.(1998) PP. 17-18.
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5. Mary Zippo and Marc Miller, “Performance Appraisal:Current Practices and Techniques”, Personnel, May-June.(1984) PP. 58
6. McClelland, David Clarence, “Testing for Competence rather than Intelligence”, American Psychologist., 28(1)(1973) PP. 1-24
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8. Raymond, A. N., “Employee training and development”, McGraw-Hill. , New York.(1999)
9. Sherman, Bohlander, & Chruden, “Managing Human Resources”, John Wiley & Sons, Inc., New York.(1988)
10. Spencer, L. M. & Spencer, S. M., “Competence At Work:Models for Superior Performance”, John Wiley & Sons, Inc., New York.(1993)
11. Van der Heijden, B. I. J. M., & Nijhof, A. H. J., “The value of subjectivity:Problems and prospects for 360-degree appraisal systems.”, The International Journal of Human Resoure Management, 15:493-5112(2004)。
12. Watson Wyatt,“The Human Capital Index:Linking Human Capital and Shareholder Value”, Watson Wyatt Company.(2000)
13. Yin, R. K., “Case study Research:Desing and Method”, Sage Publication., California.(1989) PP. 49