Please use this identifier to cite or link to this item: http://hdl.handle.net/11455/92833
標題: 企業傳承之接班培訓個案研究
Succession Planning – A Case Study of Corporate Training
作者: Wen-Feng Huang
黃文&#x5CEF
關鍵字: succession planning
critical positions
talent pool
succession training
接班人計畫
關鍵職務
職涯發展
人才庫
接班培訓
引用: 中文部分: 一、天下雜誌 (2012) - 492 期 全球接班關鍵報告-啟動接班 二、王雪芬 (2011) 經理人月刊 6 月號: 3 招打造接班人計畫 三、余鑑 /陳淑貞/ 程挽華/ 蕭淑藝 (2011-03-21) 第六屆海峽兩岸組織行為與人才開發學術研討會論文集--接班人計畫推動之探討-以 A 公司為例 四、吳昭德 (2006) 簡述接班人計畫, 資料來源http://tw.myblog.yahoo.com/jw!gKg2SUiCFQO0Jou2jKFzfCv9y0XeyE01/article?mid=437 五、吳琬瑜 (2001-02 Cheers 雜誌 5 期) 從過度授權回歸充分授權 六、杜瑜滿 (2013-12-18) 經濟日報:制定家族憲法養成企業接班人 七、林娟 (2011) 中華人事主管協會 HR 知識中心: 打造接班人才後備團隊 八、金國華 (2006) 接班人計畫推動與執行之關鍵因素 東吳大學商學院企業管理學系碩士在職專班碩士論文 九、哈佛商業評論 ( Developing Your Leadership Pipeline, 2010-05) 十、施安鍾---政府接班人計畫研究:新加坡經驗的制度分析 (2009) 十一、胡昌亞 (2006) 師徒關係中知識分享之前因與後果,行政院國家科學委員會專題研究計畫 成果報告 十二、胡騰龍 (2006) 政府部門接班人計畫:知識續接觀點之注入。公共行政學報第 25 期 十三、真如 譯 (2002) 基業長青:企業永續經營的準則 (James C.Collins 原著,1994。台北:智庫) 十四、陳文俊譯 (2005) 社會科學研究方法 (Eral Babbie 原著,2004)台北雙葉十五、黃柏翔 (2008) 企業如何培養接班人? (上) (下)。工商時報。2008 年 1 月 18日 十六、黃紹裘(2008-03-03)台灣工業總會-產業透視:製鞋業發展現況與展望 十七、楊迺仁 (2012-06-11) 知識管理時代 經驗傳承更顯重要 Talent 資料來源:http://talent.tsvtc.gov.tw/inside.php?index_id=316 十八、楊婕 編 (2006) 如何搞定接班人? 台北 十九、楊淑智 譯 (1994) 新領袖主義: 領導與改革。台北:牛頓 (Warren Bennis 原著: An Invented Life: Reflections on leadership and Change) 二十、蔡鴻青 (2013-03-12) 經濟日報: 企業傳承/家族企業 打造接班梯隊 二十一、鍾伊虹 (2008) 基業長青- 探討如何落實接班人計畫。T&D 飛訊,第 71期 英文部分: 1.Beeson, J. (1998) Succession Planning: Building the management corp. Business Horizons 2.Dyck, B., Mauws, M., Starke,F.A., & Mischke,G.A (2002) Passing the baton: The importance of sequence, timing, technique and communication in executive succession. Journal of Business Venturing 17, 143-162 3.Garman A.N., & Glawe, J. (2004) Succession Planning – Consulting Psychology Journal: Practice and Research 4.Ibarra P. (2005) Succession Planning:An Idea Whose Time Has Come. Public Management 5.International Personnel Management Association.(2002).Workforce planning resource guide for public sector human resource professionals, Alexandria, VA: IPMA. 6.Jansen, P. G..W. 1997, Assessment centers : a practical handbook. New York: John Wiley & Sons. 7.Kathy E. Kram (1985) Improving the mentoring process. Training and Development Journal, 39(4), 40-43. 8.Kim, S. (2003) Linking employees assessment to succession planning. Public Personnel Management 9. M. Dana Baldwin (2000) The Strategy of Succession Planning 10.Matthew T. Jr. (2004) Effective succession systems for new competitive realities. Human Resource Planning 11.McDonal, P. (2008) Succession Plannaing As a Retention Tool, Financial Executive, Vol. 24, Iss. 6, pp 18-21, Financial Executives International, Florham Park. 12.Michael Leibman, Ruth A. Bruer & Bill R. maki (July 2005): Succession management: the next generation of succession planning - An article from Human Resource Planning 13.Robert M. Fulmer & Jay A. Conger (Jan. 2004): Growing Your Company's Leaders 14.Rothwell, W.J., & Poduch, S.(2004) Introducing Technical (Not Managerial) Succession Planning. Public Personnel Manegement 15.Rothwell, W.J., (2002a) Succession Planning for Future Success. Strategic HR Review 16.Rothwell, W.J., (2005) Effective succession planning:Ensuring leadership continuity and building talent from within (3rd Edition) 17. Sawardekar, N. (2002) Assessment Centers Identifying Potential and Developing Competency 18. Stephen Seymour (17-Jan-2008) The importance of succession planning 19. Warren Bennis (1994) An Invented Life: Reflections on Leadership and Change. 楊淑智 譯 20. Waymon, R. (2005) Knowledge Management: Key to Georgia's Succession Planning Efforts. Policy & Practice of Public Human Services.
摘要: 「創業維艱,守成更難」然而要將所鞏固下來的基業傳給下一代、甚至第三代,更是難上加難。為什麼企業都希望能夠永續經營,但卻又沒有足夠擔當大任的人才隨時可以遞補上陣?這也就是為什麼接班人計畫,在最近幾年來一直都是熱門話題的原因。因此,「誰是企業下一個接班人?」、「誰才是合適的未來領導人?」、「接班人計畫要如何實施?」、「接班人計畫要如何管理?」、「接班人計畫要如何評鑑?」等這一連串的問題都是企業持續保持競爭力所不能忽視的重要工作。 本研究三個目的在於 一 、探討個案公司規劃接班人計畫之特色與目的 二、瞭解個案公司接班人計畫實施之現況 三、探討個案公司接班人計畫之優缺點。本研究採用質性研究之深度訪談法,並以半結構式的方式進行之。 研究結果為一、個案公司接班人計畫的實施是由最高領導人主導,這項特色確實有助於計畫的順利推動。二、個案公司設定關鍵職務 -「集團總經理」,進行接班人計畫培訓為其主要目的,目標相當明確,且易於掌握。三、針對不同廠區依照各品牌之需要進行培訓有其必要性。四、導師制 ( Mentoring 或稱師徒制 ) 、影子學習(或稱貼身學習)已在某些廠區開始發揮其功效。後續建議包括:一、關鍵職位必須有明確定義。二、儘速建立人才庫。三、加強評量制度。四、擴大輪調制度到不同廠區。五、加強規劃候選人的職涯發展計畫。 藉著此次的研究報告,個人發覺,企業不只要能固守原有的核心競爭力,還必須專注於人才的培訓。人才真的是企業最大的資產,不管制度再怎麼完善,如果選錯人或是錯過優秀的人才,企業將是最大的輸家。
Starting-up is difficult, Sustaining is harder' However, it will be more difficult if the founder wants to pass-on the stable business to next generation, or even third generation. The key point is that business has always no enough talented people to take over leadership roles inside of their organization, although the company knows that it should be keep running and growing. That is the reason why the Succession Planning has become a hot topic in recent years. So 'Who is the next successor of the business?' 'Who is the appropriate leader in the future?' 'How to proceed the succession planning?' 'How to manage the succession planning?' and 'How to assess the succession planning?' etc…these problems can not be ignored as it is very important to keep up and maintain the competitiveness for enterprises. There are three purposes of this study as 1. To explore the characteristics and intentions of the case company's plan by its succession planning. 2. To understand current status of implementation of succession planning of the case company. 3. To explore the merits and the faults of succession planning of the case company. The study proceeds with in-depth interviews and semi-structured framework of qualitative research. The outcomes are 1. Implementation of succession planning in the case company is undergoing by the top leader, and it does help promote a smooth project. 2. Goal is quite clear as case company setting critical position 'General Manager of the Enterprise Group' for training as its primary purpose of Succession Planning, and it will be easy to control. 3. It is necessary for making its own training according to the request brand by brand for each plant. 4. Mentoring、 Shadow Study has begun to exert their effects in certain plants. Follow-up recommendations are 1. Critical positions must be defined clearly. 2. Talent pool has to be established as soon 4. Expanding rotation system for all as possible. 3. Strengthen the assessment system. different plants. 5. Strengthen the candidate's career development planning program. As per this case study, I would like to say that the corporate has to devote the attention not only to retain its core competence but also to employee training. Actually, everybody knows that people is the most important asset of the business. So, corporate would be the biggest loser if they can't find the right person or miss the real talent, no matter how perfect their system is.
URI: http://hdl.handle.net/11455/92833
其他識別: U0005-1006201513440100
文章公開時間: 10000-01-01
Appears in Collections:高階經理人碩士在職專班

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