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Author: 葉美玲
Mei - Ling Yeh
Thesis Title: 人才管理與企業永續發展─跨國工程公司個案研究
Talent Management and Sustainable Development of Enterprises-A Case Study for Multinational Engineering Company
Advisor: 鄭仁偉
Jen-Wei Cheng
Committee: 林義貴
Yi-Kuei Lin
陳俊男
Chun-Nan Chen
Degree: 碩士
Master
Department: 管理學院 - 企業管理系
Department of Business Administration
Thesis Publication Year: 2016
Graduation Academic Year: 104
Language: 中文
Pages: 67
Keywords (in Chinese): 全球化人才管理永續發展
Keywords (in other languages): globalization, talent management, sustainable development
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  • 在全球化、快速與多元化競爭時代,企業的競爭也是人才的競爭。台灣工程界龍頭-C集團(個案公司),係以台灣為基地本土工程公司,自2000年起邁向東南亞、中東及印度等新興市場,積極開拓海外工程。目前海外工程比重佔比為45%以上。子公司遍及全亞洲已超過 34 個據點,全球員工近 7,000多人,海外工作人員數佔四成以上。隨著組織不斷擴展佈局海外市場,個案公司正面臨著: 一、派外技術人員人力青黃不接的困境,專案團隊整合過程異常困難,如何整合集團人力,滿足現階段業務需求? 二、面對國際競爭壓力、M型化人力結構加上已符合退休資格者達20%,資深員工的知識與經驗應如何傳承?要成為世界級的工程團隊,專業技術及優質人力又該如何提升?三、因台灣少子化現象與員工退休潮,使得個案公司在人才佈局上顯露警訊,如何組織人力結構合理化,改善人才斷層問題,正是個案公司當務之急。本個案希望藉由探討個案公司導入各項人才管理機制,所遇到的不同管理議題,以使國際企業經營管理者,瞭解任何人力資源制度導入可能面臨的實務狀況,進而提出管理上的參考建議與方向。


    In an era of globalization, rapid development and diversified competition, the competition among enterprises is also the competition of talents. C Group (case company), the engineering leader in Taiwan, is a Taiwan-Based indigenous engineering company. It has marched toward the Southeast Asia, the Middle East, India and other emerging markets to actively explore overseas projects since 2000. At present, its overseas projects account for about 45% of the whole projects. With more than 34 subsidiary corporations throughout the Asia, the Group has almost 7,000 employees, among which the overseas staff account for 40%. The increasing extension of overseas market makes the company face the following problems. First, the shortage of expatriate technicists. The proceeding of the integration process is exceedingly difficult for a project team. How to integrate the Group manpower to meet the business demands in current stage? Second, how to inherit the knowledge and experience of senior staff under the circumstance of international competitive pressure, M-form manpower structure and 20% of employees that is eligible to retire? How to improve professional skill and high quality personnel so as to become a world-class engineering group? Third, the low birth phenomenon and the wave of retirements expose the case company to warnings on the talent arrangement. It is an urgent affair for the case company to reasonably organize its personnel structure and improve the talent gap problem. In this study, the author expects to introduce varied talent management systems and different management issues through the investigation of this case company. Managers of international enterprises can then understand the possible problems in practical situations when introducing any of the human resources system to propose suggestions and orientation concerning management for reference.

    目錄 IV 表目錄 V 圖目錄 VI 第一章 緒論 1 第一節 研究背景 1 第二節 研究問題與目的 2 第三節 研究對象與範圍 4 第四節 研究流程 5 第二章 文獻回顧 6 第一節 人才管理之理論基礎 6 第二節 人才管理發展 8 第三節 人才管理與傳統人力資源管理的差異 9 第四節 知識管理 11 第三章 個案公司介紹 14 第一節 產業概況與型態介紹 14 第二節 個案公司概況 16 第四章 個案分析 21 第一節 個案問題 21 第二節 討論議題 22 第五章 結論與建議 50 第一節 結論 50 第二節 建議 53 參考文獻 56

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