透過您的圖書館登入
IP:3.144.248.24
  • 學位論文

組織人才管理措施與組織績效關聯性之研究

non

指導教授 : 林文政
若您是本文的作者,可授權文章由華藝線上圖書館中協助推廣。

摘要


人才管理所關注的是擁有關鍵核心能力的人才,基於資源基礎理論及人力資本理論,組織透過關鍵人才的辨識、接班人計畫、人才發展、人才留任來發展、延續及保留專屬內部人力資本及智慧資本,吸引人才以取得外部智慧資本,目的在於維持、創造組織差異化的競爭優勢。因此,本研究期望藉由探討各項人才管理措施的實施對組織財務及非財務績效的影響,來提供實務界在設計及執行人才管理制度時相關之參考與建議。 本研究以國內外學者對於人才管理及組織績效的相關理論與文獻為基礎,針對國內30家企業為研究對象,以問卷方式發放填答,並採用公開資訊觀測站、財務報表等書面資料資訊作為次級資料分析,利用迴歸分析探討人才管理措施與組織績效的關聯性。本研究假設驗證結果發現,整體人才管理措施、關鍵人才辨識與人才留任皆與組織客觀、主觀績效具有正向關連性,此外,人才發展與組織主觀績效具有正向關連性,而人才吸引與組織客觀績效具有正向關連性。

並列摘要


Talent management concerns about the people who own core competencies. Based on Resource-Based theory and Human Capital theory, organizations implement talent management activities such as key talent identification, succession planning, talent development, and talent retention to develop and retain internal human capital and intellectual capital. Attracting talent is a way to get external intellectual capital. The purpose of talent management is to sustain and create of differentiation competitive advantage. Therefore, the major purpose of this study is to aims to investigate the impact of talent management on the organization's financial and non-financial performance. I discuss practical implications and future research directions for talent management and organizational performance. Based on scholars relevant theories and literatures for talent management and organizational performance, in this study, using the survey result from thirty companies of Taiwan by questionnaire and supported by the data from Market Observation Post System in Taiwan Stock Exchange Corporation, Financial Reports and Public Information, I used regression analysis to examine the hypotheses to conclude that talent management, key talent identification and talent retention positively impact the organizational financial and non-financial performance. Talent development positively affects the organizational non-financial performance. In addition, talent attraction positively affects the organizational financial performance.

參考文獻


(11) 蔡維奇、黃佳維、與顏麗真,「人力資源管理制度及其組合對組織人才吸 引力之影響」。台大管理論叢,19(1),頁1-28,2008。
(2) 胡龍騰,「政府部門接班人計畫:知識續接觀點之注入」。公共行政學報,2006。
(3) Ashton, C., & Morton, L. “Managing talent for competitive advantage: Taking a systemic approach to talent management”. Strategic HR Review, 4(5), 28-31, 2005.
(4) Baird, L., & Meshoulam, I. “Managing two fits of strategic human resource management”. Academy of management review, 13(1), 116-128, 1988.
(5) Barney, J. “Firm resources and sustained competitive advantage”. Journal of management, 17(1), 99-120, 1991.

被引用紀錄


邱清池(2011)。學習型組織程度、教師專業成長與學校效能之研究 ---以桃園縣公立國民小學為例〔碩士論文,元智大學〕。華藝線上圖書館。https://doi.org/10.6838/YZU.2011.00025
蘇炯忠(2016)。東南亞新興市場導入自動化設備對組織內人員行為及作業績效之研究-紡織成衣業柬埔寨廠之個案分析〔碩士論文,國立臺灣大學〕。華藝線上圖書館。https://doi.org/10.6342/NTU201603830
魏鸞瑩(2000)。台灣飛利浦公司組織學習障礙之研究〔碩士論文,國立臺灣師範大學〕。華藝線上圖書館。https://www.airitilibrary.com/Article/Detail?DocID=U0021-2603200719103456
陳文彥(2000)。中小學推動學習型學校之個案研究〔碩士論文,國立臺灣師範大學〕。華藝線上圖書館。https://www.airitilibrary.com/Article/Detail?DocID=U0021-2603200719110133
廖文祿(2006)。以電子業管理模式為例探討企業核心價值對於管理活動之影響〔碩士論文,國立清華大學〕。華藝線上圖書館。https://www.airitilibrary.com/Article/Detail?DocID=U0016-1303200709270093

延伸閱讀