人力資源為企業發展最重要的資源及資本,所有的組織管理者都希望能夠為企業找到優秀而且適合企業的應徵者。而,組織求才要能夠找到與自己組織成員性質相似的應徵者,才易提高正向組織結果。 本研究試圖以既有的吸引力研究調查為基礎,為企業主探討在中高階主管位階上求才策略是否需要有所調整。並試圖了解對於這些菁英份子,組織在提供職缺當時,應如何能適當的包裝這些精英份子以提升他們對組織的認知。 本研究經由探索性因素分析以及相關性分析的方式,得到了相關結論與提供組織的建議: 1.工作屬性方面信號說明: (1)讓求職者清楚知道組織期許的工作目標與挑戰。 (2)在自主權與授權方面有找到平衡點。 (3)組織應該充分提供可以創新的環境以及工具。 (4)必須提供一個資職相等的環境,並且除了達到保健因子的基本條件外,激勵因子的規劃對中高階主管更加重要。 (5)組織在提供相關薪資配套規劃時,應該提出一個有效管理分紅或獎勵的機制。 2.組織屬性方面信號說明: (1)組織在從事中高階主管招募時,應須提供明確的公司實績的說明。 (2)強化組織創新的幅度與支持程度,能吸引到合適的求職者。
The subject of Human Resource is very important for business, all of the managers who want to select, recruit and hire the qualified applicants for organization. It is a positive effect for business, if the applicants are qualified and whose essences are similar to the corporate culture. This empirical study is analysis on attractive factors for recruitment of organization, and to discuss whether the strategies of recruitment need to be adjusted when the business is going to search for the middle and high level managers. There are many conclusions and suggestions after going through the factor analysis, multi-regression analysis and relative analysis. On the job characteristics dimension, there are five suggestions, first is the business should clarify the job goals and challenges, second is the business ought to find out the balance point between decision-making power and authority, third is the business must provide the environment and tools for innovation, last one is the business has to creat a full of package including bonus mechanism for motivation. On the organizational characteristics dimension, there are two suggestions, first is the business should state the experiences and records of company clearly to applicants when the interview is going on, second is the business ought to strengthen how the company support the innovation to attract the effective applicants.