Author: |
楊睿杰 |
---|---|
Thesis Title: |
職能模式與人力資源發展策略關係之研究 |
Advisor: | 余鑑 |
Degree: |
碩士 Master |
Department: |
科技應用與人力資源發展學系 Department of Technology Application and Human Resource Development |
Thesis Publication Year: | 2004 |
Academic Year: | 92 |
Language: | 中文 |
Number of pages: | 139 |
Keywords (in Chinese): | 職能 、職能模式 、人力資源發展 、人力資源發展策略 |
Keywords (in English): | competece, competence model, human resource development, human resource development strategy |
Thesis Type: | Academic thesis/ dissertation |
Reference times: | Clicks: 948 Downloads: 88 |
Share: |
School Collection Retrieve National Library Collection Retrieve Error Report |
本研究主要是透過多重個案研究,以有建置與應用職能模式於人力資源發展功能的個案公司為對象,透過訪談的方式蒐集並瞭解個案公司人力資源發展活動的現況及脈絡,進而探究職能模式與力資源發展策略之關係。茲將本研究結果摘述如下:
(一) 整體而言各個案公司職能模式的架構大都包含了核心、專業與管理職能等三大類,其項目與內容大都強調或發展至可以明確且具體陳述或觀察的行為表現,並以此做為該項職能表現水準的區辨依據。
(二) 研究發現在發展職能模式後,大多數個案公司傾向將整個人力資源功能轉換至職能基礎,而於應用職能模式的始點,大多從接受度較高的人力資源發展功能著手。
(三) 研究發現企業內對於人力資源發展策略的認知不外乎為,1.提升員工能力以達成既定之企業目標,2.培養優質人力以因應組織未來發展之需求;尋此一策略思維細究之,亦發現影響人力資源發展策略的兩大主因乃是:1.企業經營策略的考量,及2.長期存在於企業內的核心價值與組織文化的影響。
(四) 研究者發現職能模式可與人力資源發展活動密切整合產生綜效,因此,研究者推測職能模式在人力資源發展策略落實至人力資源發展活動時,具有提升資源運用與配置效率的綜效。
(五) 研究者發現職能模式與人力資源發展策略均依循企業願景、策略與目標發展,但人力資源發展策略較傾向依循企業的目標體系層層發展,而職能模式則是依循企業內預期的價值系統與行為發展。
The purpose of this study was to explore the relationship between competence model (CM) and human resource development strategies. Through the multiple case studies, six companies with competence model and application of CM to HRD were examined. The main finds of the study are as follows:
1. Generally, CM includes three dimensions, which are core competence, functional competence, and managerial competence. The competences also contain the critical behaviosrs which are the criteria of selection, performance appraisal, evaluation of training program, and etc.
2. Most cases tend to change their human resource system to competence based, and apply the model to human resource development function first, because of its higher acceptance.
3. The companies’ HRD strategies are: (1) improving employees’ competencies for the targets, (2) cultivating the talent for the organization development in the future. According to the concepts behind the HRD strategies, two main factors affect the companies’ HRD strategy, and they are: (1) the consideration of business strategy, (2) the existing culture and value of the companies.
4. Because CM intergrated well into HRD activities and got effective in these cases, the researcher thinks CM can enhance the synergy of using and disposing the resource between HRD activities and strategies.
5. CM and HRD strategy both are based on the organizational vision, mission, and straegy; HRD strategy tends to focus on the bussiness operational target system, but CM tends to focus on the expected behaviors of business value system.
一、中文部分:
1. 李大偉(1983)。能力本位教學與職業教育。家政教育,9(1),
56-61。
2. 李聲吼(1997a)。人力資源發展的能力內涵。就業與訓練,15
(2),51-58。
3. 李聲吼(1997b)。人力資源發展。台北:五南。
4. 李聲吼(2000)。跨世紀人力資源發展的遠景。人力發展,73,
27-32。
5. 李隆盛(2003)。工程與技術學院學生的核心能力。技術及職業
教育,74,2-8。
6. 李漢雄(2000)。人力資源策略管理。台北:揚智文化。
7. 李芳齡(譯)(2001)。Dave Ulrich著。人力資源最佳實務。台
北:城邦文化
8. 余鑑(1993)。國小美勞科教師專業與學科專門基本能力之研究。
教育部。
9. 朱承平(2000)。企業人力資源管理手冊-人力發展。行政院勞工
委員會職業訓練局
10. 商業週刊(2003)。上市上櫃1000大(763期)、(793 & 794期)、
500大服務業排行(807期)。台北:商業週刊。
11. 商業週刊(2004)。一千大製造業(806期)、五百大服務業與一
百大金融業調查報告完整版特輯(807期)。台北:商業週刊。
12. 高培峰(2001)。高科技產業於組織生命週期中的人力資源管理
策略之研究—以TFT -LCD廠商為例。朝陽科技大學企業管
理研究所碩士論文。台中。
13. 張火燦(1991)。人力資源發展專業人員的能力調查報告。勞工
行政,44,49-54。
14. 張火燦(2003)。知識經濟的新典範:能力概念的發展背景及啟
示。T&D飛訊,10,1-6。
15. 張春興(1996)。教育心理學:三化取向的理論與實踐。台北。
東華。
16. 陳向明(2002),社會科學質的研究。台北:五南。
17. 陳郁文(1998)。高科技產業HRD 經理專業能力之研究。國立
臺灣師範大學工業科技教育研究所碩士論文,台北。
18. 許熾榮(2001)。組織核心技術能力辨識研究。國立交通大學科
技管理研究所碩士論文,台灣新竹。
19. 楊雅婷(2002)。人資能為企業創造營收嗎。管理雜誌,341,
34-36。
20. 楊尊恩(2003)。職能模式在企業中實施之現況調查。國立中央大
學人力資源管理研究所碩士論文,台灣新竹。
21. 劉宜靜(2000)。高階行政人員核心能力之分析-五國的經驗與
啟示。國立政治大學公共行政研究所碩士論文,台北。
22. 康自立(1997)。能力本位職業訓練的理論與課程發展。就業與
訓練,15(6),3-9。
23. 簡建忠(1995)。人力資源發展。台北:五南。
24. 蔡錫濤、簡志文(2001)。人力資源管理角色定位之研究。人力
資源發展月刊,163,1-11。
25. 傅振焜(譯)(1994)。Peter F. Druck著。後資本主義社會。
台北:時報文化。
26. Yin, R. K.(1993/2001), Applications of case study research 尚榮
安(譯)。個案研究法。台北:弘智。
27. McMillan, J. H. (1989/1994), Research in education: a conceptional instruction. 王文科(譯)。質的教育研究法。台北:師大書苑。
28. Lester C. Thurow (2003), For better ideas and practices. 蘇育琪‧陳景蔚‧鄭新嘉(譯)。勇者致富。台北。天下雜誌出版社。
二、英文部分:
1. Barney, J. (1991). Firm resources and sustained competitive advantage,
Journal of Management, 17, 99-120.
2. Boyatzis, D. (1982). The competence manager: A model for effective
performance. New York: John Wiley & Son.
3. Byham, W. C., & Moyer, R. P. (1996). Using competencies to build a
successful organization. U.S: Development Dimension
International, Inc.
4. Creswell, J. W. (1998). Qualitative inquiry and research design:
choosing among five traditions. London: Sage
5. Dalton, M. (1997). Are competency models a waste?. Training &
Development, 51(10), 46-49.
6. Desimone, R. L.,& Harris, D. M.(1998).Human resource development
(2nd.Ed.)Fort Worth, TX: Dryden
7. Dave Ulrich, (1997), Human Resource Champions, Harvard Business
School Press.
8. Dubois, D. D. (1993). Competency-based performance improvement: A
strategy for organizational change. Amherst, MA: HRD Press.
9. Dubois, D. D. (1996). The executive’s guide to competency-based
performance improvement. Amherst, MA: HRD Press.
10. Glosson, L. R., & Schrock, J. R. (1985). Competencies needed for
articulation among and between post-secondary vocational food
technology programs in Texas. (ERIC Document Reproduction
Service No. ED 266262).
11. Harris, R., Guthrie, H., Hobart, B., & Lundberg, D. (1995).
Competency-based education and training. Australia: Macmillan
Education Australia PTY LTD.
12. Klemp, G. O. (1980). The assessment of occupational competence.
Washington, D.C.: National Institute of Education.
13. Lawson, T. E., & Limbrick, V. (1996). Critical competencies and
developmental experiences for top HR executives. Human
Resource Management, 35(1), 67-86.
14. Lado, A. A., Boyd, N. G., & Wright, P. (1992). A competency-based
model of sustainable competitive advantage: toward a conceptual
integration, Journal of Management, 18, 77-91.
15. Lincoln and Guba(1985).Natualistic Inquiuiry.Beverly Hills:Sage.
16. Matthewman, J. (1996) Trend and development in the use of
competency framework. Competency,4,1,2-11
17. Marti, M., & Mary, W.(2000), Towards a redefinition of strategic
HRD ,Journal of European Industral Trationing, 25(4), 281-290
18. McKenna, D. D., Sevnson, R. A., Wallace, K., & Wallace G. (1984).
How to build a training structure that won’t keep buring down.
Training, 77-83.
19. McClelland, D. C. (1973), Testing for competence rather than for
intelligence. American Psychologist, 28(1), 1-24.
20. McClelland, D. C. (1976), A guide to job competence assessment,
Boston:McBer.
21. McLagan, P. A. (1980). Competency models. Training & Development
Journal, 34(12), 22-26.
22. Mclagan, P. A.(1983), “Models for Excellence”, Washington D.C.:The
American Society for Training and Development.
23. McLagan, P. A. (1989). Models for HRD Practice, Training and
development Journal,4 3(9), 49-59
24. McLagan, P. A. (1990). Flexible job models: A productivity strategy for
the information age. In J. P. Campbell, R. Campbell & Associates
(Eds.), Productivity in organization: New perspectives from
industrial and organizational psychology. San Francisco:
Jossey-Bass.
25. Miles, M.B. and Huberman,A.M.(1984).Qualitative Data Analysis
:A Sourcebook of New Methods.Beverly Hills:Sage.
26. Porter, M. E. (1990). Competitive advantage of nations. New York:The
Free Press.
27. Prahalad, C. K. & Hamel, G. (1990). The core competence of the
corporation. Harvard Business Review, 68, 79-91.
28. Spencer, L. M., & Spencer, S. M. (1993). Competence at work-models
for superior performance. Canada: John Wiley & Sons.
29. Torraco,R.J.& Swanson, R. A(1995), The strategic roles of
human resource development, Human Resource Planning, 18, (4),
10-22
30. Whiddett, S., & Hollyforde, S. (1999). The competencies handbook.
London: Institute of Personal and Development