本國與外商企業人才管理指標重要性之比較研究

PRIORITIZATION AND COMPARISON OF INDICATORS OF TALENT MANAGEMENT WITHIN DOMESTIC AND MULTINATIONAL ENTERPRISES IN TAIWAN

唐蕙莉(Hui-Li Tang)

指導教授 ： 劉仲矩

國立臺北大學/商學院/企業管理學系/碩士(2013年)

摘要

根據研究，全球四分之三的企業主在吸引持有關鍵技能人才上面臨巨大挑戰；超過半數企業主表示，留置關鍵技能員工是困難的。台灣近年之產業發展亦面臨提升競爭力及吸引關鍵人才之挑戰。企業短中長期經營策略應與人才策略相連結，在人才管理上及早建立系統化的管理與規劃，發展結構性指標及界定其重要性就是一個可行的方法。本研究以本國及在台外商企業兩大群組，以40位具人才管理經驗之專家為對象，經問卷填答與詢問歸納出本國與外商企業人才管理之指標架構及細項指標，並採取層級分析法來瞭解指標的重要性程度。研究結果發現主構面的重要性依序為人才管理規劃最為重要，第二是人才管理施行，而人才管理運作及人才管理發展則同樣位居第三。次構面指標之重要性排序在整體分析結果上，回饋教導機制、激勵獎酬制度、績效標準、績效評估、職涯發展是排名在前三項的重要指標；台商企業分析結果，前三項排名為回饋教導機制、激勵獎酬制度、績效評估及任用決策檢討；外商企業則首重人才管理規劃層面中的遴選標準、激勵獎酬制度及制定職能標準。上述結果可以協助瞭解本國企業與外商企業對於人才管理之指標建構情形及對指標建構之重要程度，提供國內及在台外商相關企業對人才管理之研究方向與參考。本研究並根據結果提供管理者或實務工作者相關的建議。

關鍵字

人才管理 ； 關鍵人才 ； 層級分析法 ； 人才評鑑 ； 接班人計畫 ； 領導力發展

並列摘要

According to the study, over three-quarters of business owners worldwide are facing a huge challenge on attracting key skilled talents. More than half of all business owners have difficulties on retaining key skilled talents. Taiwan's industrial development in recent years is also facing challenges on enhancing competitiveness and attracting key talents. The short, medium and long term business strategies should be in line with talent strategy. It is a feasible method to establish systematic planning of talent management system as early as possible and to develop the structural indicators and define its priorities of talent development. In this study, we selected the domestic and foreign enterprises in Taiwan as two groups, targeted 40 experts with experience in talent management, through questionnaires and inquiries to sum up the indicators structure and breakdown of indicators of talent management in domestic and foreign enterprises. This study adopted Analytical Hierarchy Process (AHP) to analyze and prioritize the degree of importance of indicators. The results showed that the most important is talent management planning in the main dimensions of talent management indicators. The second is talent management implementation followed by the planning, and talent management operation and talent management development tied for third. Sort of indicators of the importance at the sub-dimensions in overall analysis, feedback and coaching, motivation and reward system, criteria of performance evaluation, implementation of performance evaluation and career development, are simultaneously ranked at the top three important indicators. The analyzing results of the ranked top three indicators at the sub-dimensions in Taiwanese enterprises are feedback and coaching, motivation and reward system, implementation of performance evaluation and review of appointment decisions. Yet the top three important indicators are the selection criteria, motivation and reward system and competency model establishment at the talent management planning level ranked among foreign enterprises. These findings can assist in understanding of constructions of talent management indicators and priorities in domestic enterprises and foreign enterprises, and provide practical directions of talent management to domestic and foreign enterprises in Taiwan. In addition, the researchers provide some relative suggestions for academics or practitioners based on the results of the study.

並列關鍵字

talent management ； key talent ； Analytical Hierarchy Process ； talent assessment ； succession plan ； leadership development

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