製造業直接人員教育訓練之探討

The research on training program for direct-employee in manufacturing industry

王國展(Wang.kuo-chang)

指導教授 ： 李弘暉

元智大學/管理學院/管理研究所/碩士(2003年)

摘要

「教育訓練」是人力資源管理環節其中之一項，企業組織欲培育人才，厚植體質、紮實根基，做好「教育訓練」是不可缺的課程。
製造業的人員結構中，直接人員佔了多數。在整個企業的產出值而言，亦以直接人員的貢獻度最直接，也佔最大比例。但在企業的教育訓練制度中，有關於直接人員部份的規劃，是否被對等的重視呢？
企業經營如果由國內型擴大規模成為國際型企業，勢必也會派人到海外工廠去指導，監督生產活動，如何把母公司的企業文化，工作標準規範移植，有大半要依賴在母公司所培植的人才，此時直接人員所扮演的角色，亦佔了一席重要地位。
本研究透過文獻探討教育訓練的相關體系，以質性方式分析日本豐田汽車公司和臺灣兩家(臺資.美資)汽車公司，在直接人員的教育訓練施行實例。以「訓練需求.訓練計劃.訓練目標.訓練展開.訓練成效評估」五大項目為架構，予以對照比較，其相同與差異點。
研究發現：1.日本企業的豐田公司，從新人入社直屆年老退休為止，有很明確的依階段，全盤性及分職種別擬定中長期計劃。不但個人有清楚的職場生涯規劃，而且企業組織的方針目標亦有詳細的規劃，整體呈現「面」.「帶狀」的規劃。而臺灣的臺資和美資汽車公司，在「訓練目標」.「成效評估」項目，則有很大差異，整體是處於「點狀」的情況。2.直接人員雖然學歷比間接人員低，但工作所需之專業技術能力，團隊精神理念，企業忠誠度之意識，領導技巧等是可透過教育訓練來學習加強的。
日本豐田汽車公司，能夠從日本國內型製造廠，逐步擴展到成為全球性企業;全球第三大汽車製造公司，其直接人員的教育訓練制度所培育出來的人才應是其重要的利器之一。

關鍵字

教育訓練 ； 直接人員 ； 汽車製造業

並列摘要

“Training” is one item of human resource management.It is necessary for company to do “training”well if it wants to cultivate employee’s talent,strength its constitution and basis.
Direct-employee occupy a large propotion of the manufacturing industry. Direct-employee contributes the most propotion of the whole company’s output, too. But whether the training program of direct-employee is fairly regarded as important as it should be?
If company expands its scale from domestic to international type,it is necessary to dispatch people to overseas industry to direct and monitor its production. Transplanting parent company’s culture and working standard depends on qualified person in parent company mostly. Direct-employee also play an important role during above process.
This study probes the related training system by previous literature. By qualitative research, we compare Toyota with two Taiwanese car companies,one is local — owned and the other is American — owned,about training program for direct-employee. Then we analyse the same and different among above three companies in five categories,such as needs of training, training planning,training goal, execution and assessment. In this study, we find that:
1. There are series of training program for each employee from freshman till retired in Toyota. Above program includes each level in different functions of company-wide, And there are mid-and long-term plans for staff and worker separately. Toyota’s training program is an employee-life plans which contents cover not only everyone’s growth situation but also company’s policy and target. On the other hand, both two Taiwanese companies have many discrepancies in training goal and assessment. And the whole program is likely just in “spot”situation.
2. In general direct-employee have low academic background, but through training they can learn professional ability, improve their leadership,concrete their consciousness of team work and loyalty to company.
Those whom trained by Toyota training program are one of its successful factors which lead Toyota to enlarge and become no.3 car manufacturer in the world from a Japanese local maker in 50 years.

並列關鍵字

Training ； Direct-employee ； Car manufacturing industry

參考文獻

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