主管生涯發展方案與組織特性之關係分析

組織的生涯發展方案，通常係依組織特性而設計。一個有效的生涯發展方案，必須同時滿足個人的需求及配合組織的人力資源管理，如此才能確保公司的最大成長。本研究即在探討臺灣大型企業界對於主管生涯發展方案之實施現況及其與組織特性之關係。研究以臺灣大型企業二百八十六位主管為樣本，研究結果顯示，在現行十八項主管生涯發展方案中，以管理才能訓練、人力資源規劃系統、晉升管道三者最受重視，而整體生涯發展方案可分為「訓練計劃」、「接班制度」、「退離輔導」、「生涯輔導與諮商」四個因素，前二因素較受重視。不同企業所實施之生涯發展方案亦有差異，實證結果顯示，服務業較其他行業重視訓練計劃、生涯輔導與諮商及退離輔導、規模較大員工數較多者較重視接班制度、訓練計劃及生涯輔導與諮商，而公營企業較外資企業及民營企業重視生涯發展方案。在地區別方面，北部企業顯著較重視生涯發展方案。

關鍵字

生涯發展；生涯發展方案；主管生涯

並列摘要

Career development practices or programs generally were designed to fit with organizational characteristics. An effective management career development program must satisfy two requirements. The first one is to meet the individual needs. And match human resource management in the organization is the second, so as to make sure that the company gets the greatest growth without the risk of losing well-developed managers. This survey focuses on the career development practices for managers and their relationship with organizational variables in Taiwan. The research uses 286 managers in Taiwan industries as sample. And the results support that management ability training, human resource planning system and promotion paths are emphasized mostly among the 18 items of current management career development programs. In addition, both the whole career development program and needs can be divided into four factors, i.e. training program, succession system, leaving guidance, along with career consultation. Among those, the former two factors are emphasized more than the others, and managers' needs for them are higher too. In addition, all organizational variables have more or less relationship with career development practices. In different sectors, service industry put more emphasis on these practices than other sectors. Firms with larger scale (number of employee), firms located in northern area and public-owned firms have more concerns on career development practices.