連鎖速食業經理人力培訓與甄選關鍵因素研究-以M公司為例

人力資源發展透過管理及培訓不斷精進，在二十世紀備受重視，到了二十一世紀，更是企業競爭的原動力，為各跨國大企業延續強權經濟的主要競爭力核心價值。新興科技亦如大數據、人工智慧等的推波助瀾，促使速食連鎖產業持續發展對於智慧化科技的採用，產生許多新形態業產業。亦如DoorDash 、UberEats 、GrubHub 及盒馬鮮生等。連鎖餐飲業者也在近幾年均積極投入社群媒體、大數據分析、人工智慧等技術，希冀透過新興科技幫助企業做更有效的營運管理，並延伸顧客黏著度，在此同時各大連鎖速食店為因應經營型態的改變，對於新一代的連鎖速食業連鎖速食業餐廳經理人培訓與甄選模式更顯得重要。本研究將「M公司」設定為範疇，以M公司「連鎖速食業經理人」培訓與甄選為主要研究議題，採取「層級分析法」，以專家問卷蒐集內部培訓與甄選專業意見，並使用AHP法探究連鎖速食業培訓與甄選關鍵因素。從研究數據中可發現，七大類「培訓項目」及「業務性質」七類「甄選指標」，乃成功萃取出連鎖速食業經理人培訓與甄選之「關鍵因素」；另為，從論文數據可知連鎖速食業經理人培訓及甄選關鍵因素的重要程度認知，呈現三層次間明顯的「差異」存在。本研究建議M公司可將「能力培訓」及「績效甄選」之關係，加以釐清以規劃培訓課程與評量績效準則，建構出有效率的連鎖速食業餐廳經理人培訓與甄選模式兼具能力與績效導向，以解決數位時代下，連鎖速食業人力培訓與甄選遭遇的障礙。另外，也建議M公司將「優先性順序」列入「核心培訓項目」及「核心甄選指標」的考量依據，並按照實施之順序，以各項目評量權重作為參考，充分且有效率的運用培訓及甄選經費，及時反應出經理人工作績效應來與已然的差異，化解經理人「數位素養養成不足」及「甄選不公不實」等問題，精進培訓與甄選人才，從人力資源管理之根源，解決「連鎖速食業經理人能力不足」問題。

關鍵字

培訓；甄選；連鎖速食業經理人； AHP層級分析法

並列摘要

The development of human resources has been continuously improved through management and training, and has received much attention in the 20th century. In the 21st century, it has become the driving force for corporate competition, and has continued to provide major multinational companies with the core value of the power economy. Emerging technologies, such as big data and artificial intelligence, have contributed to the continuous development of the fast-food chain industry and the adoption of smart technologies, resulting in many new industries. Such as DoorDash, UberEats, GrubHub and Hema Xiansheng. Chain restaurants have also actively invested in social media, big data analysis, artificial intelligence and other technologies in recent years, hoping to use emerging technologies to help companies do more effective operation management and extend customer retention. At the same time, major chains In response to changes in business models, restaurants are more important for the new generation of restaurant manager manpower training and selection models. This research takes "M Company" as the scope, and uses the "Analytic Hierarchy Method" （AHP） to design questionnaires to collect internal opinions and information on the operational issues of the training and selection system for "Managers of Chain Fast Food Industry" to explore the impact of the two main chains. Factors in the employment system of the fast food industry. The research found that seven types of “training programs”（including 15 types of supporting courses such as “Customer Relations”） and seven types of “selection indicators” including “professional training” （including 15 types of supporting assessments such as “work specialty”）, is the "successful integration" of the "key factors" of the chain fast food industry manager training and selection system; it was also found that the chain fast food industry managers have a "three-level difference" in their understanding of the "importance" of these key factors. This research suggests that Company M can clarify the relationship between "ability training" and "performance selection" to plan training courses and evaluate performance criteria, and construct an efficient chain fast food restaurant manager training and selection model with both capabilities And performance-oriented to solve the obstacles encountered in the human training and selection of the chain fast food industry in the digital age. In addition, it is also recommended that M company include the "priority order" as the basis for consideration of "core training projects" and "core selection indicators", and in accordance with the order of implementation, use the evaluation weight of each project as a reference, and use it fully and efficiently. Training and selection funds can timely reflect the difference between the manager’s work performance as it should be and what is already there, and resolve the problems of managers’ "deficiency in digital literacy" and "unfair selection", and improve the training and selection of talents, from the perspective of human resource management. The root cause is to solve the problem of "insufficient managerial capabilities in the chain fast food industry".

並列關鍵字

Training ； selection ； chain fast food industry managers ； AHP level analysis method

參考文獻

IEK 工研院產業科技國際策略發展所（2019）。〈連鎖餐飲業之科技創新與產業轉型案例分析-以麥當勞為例〉。2019.06.28。https://ieknet.iek.org.tw/iekrpt/rpt_more.aspx?actiontype=rpt&indu_idno=0&domain=44&rpt_idno=723917367