企業最適教育訓練系統之探討

梁淳雅

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企業最適教育訓練系統之探討

Investigation of optimal education training system in the corporate

梁淳雅 , Masters　　Advisor：洪英正　　Co-advisor ：曾義明

繁體中文

教育訓練系統；需求分析；教育訓練架構；成效評估； education training system ； demand analysis ； framework of education training ； effectiveness analysis

Abstract │ Reference (69) │ Altmetrics

Abstract 〈TOP〉

企業舉辦教育訓練可以提升員工能力，還能讓員工在培訓的過程更了解工作實務，進而提升整體組織績效(Fakhar & Anwar, 2008)。政府近年也不斷在加強教育訓練的品質與績效，於2014年提出人才發展品質管理系統(Talent Quality-management System，TTQS)，希望可以讓台灣企業更加重視人力資源的投資，提高教育訓練的可靠性與正確性（勞動力發展署，2016）。
過去的學者所提出的關於教育訓練的文獻，大部分著重於教育訓練理論的個人層面，教育訓練系統的論文較為缺乏，分析教育訓練系統更為少見（彭莉惠、熊瑞梅，2015），因此本研究蒐集期刊、論文以及書籍關於教育訓練的系統，將其整合歸納，推導出一個相對完善的教育訓練系統，並從此系統提出25道問題，採質化研究的方式，將25道問題對六家企業以個案研究法進行深度訪談，產業包含製造業、服務業、科技業、食品業，訪談對象包含人資處長、經理、專員及業務效益經理（也負責人資），並從訪談內容萃取意涵，推導出如下23個命題，舉例如：
命題1-2：教育訓練的過程，以瞭解訓練需求並進行評估最為重要，而影響教育訓練成效最深的則是員工的表現行為。
命題3-1：企業董事會對於教育訓練很支持，希望能提升員工能力，進而提升組織績效。
命題4-2：企業針對每個人不同能力以及職涯發展會規劃不同的教學課程以及教學方式。
命題6-5：教育訓練做得好的企業眾多，皆有自己所認為的標竿企業。
其他如在需求方面，企業會從組織、個人與任務進行需求分析，並從員工職能缺口及需求訂定目標，規模較大的企業或是外商會制訂員工生涯管理。在架構方面，企業未成立教育訓練中心，也非單一功能或單位推動教育訓練。在成效方面，企業會對教育訓練進行成效分析，缺乏有效性時也會針對需求、方法、行政及環境個面向進行分析，但有效性的檢驗方式不夠完善。除了推導出以上23個命題之外，也統整歸納出命題與訪談內容的一致性比率。
根據訪談的內容歸納統整出，職能系統的建構可以更了解員工目前的職能缺口及需求，也能清楚掌握公司的人才庫，並且根據員工的差異規劃不同的教育訓練。訪談的企業也多次提及關於教育訓練有效性的檢驗問題，目前針對教育訓練有效性檢驗的方式還須再加強，未來可以針對有效性檢驗方式多加探討，提升教育訓練效益減少資源浪費。另外，現今企業多推崇給予員工高度自主性，提升員工自主學習能力，使得員工需求以及教育訓練契合。最後希望本研究所題出之結論與建議可以給予後續研究者幫助，使得教育訓練系統方面的研究更為完善。

關鍵字:教育訓練系統、需求分析、教育訓練架構、成效評估

Parallel Abstract 〈TOP〉

The organization of education training by the company can enhance the abilities of employees. During the training process, it also enables employees to work more proficiently, therefore improving overall organizational performance (Fakhar & Anwar, 2008). In recent years, the government has also continuously strengthened the quality and performance of education and training, so it promoted the Talent Quality-management System (TTQS) in 2014. In order to make Taiwanese companies attach great importance to the investment of human resources and improve the reliability and accuracy of education and training (Workforce Development Agency, 2016).
In the past, the literature on education and training mostly delved into the education and training theory at personal level which make the thesis on education training system and the analysis of education training system are even more scarce and rarer (彭莉惠、熊瑞梅, 2015). Therefore, the study collects and integrates journals, papers and books about education training system, and build the complete education training system which is proposed 25 questions by using qualitative research. In case study method, the 25 questions conduct in-depth interviews to six companies invloving manufacturing, service industry, high-technology industry, food industry. Interviewee include director of human resources, manager, specialist and sales force effectiveness manager who is also responsible for human resources. The study derives the following 23 propositions by extraction meaning from the interview content. For examples:
Proposition 1-2: The process of education training which is the most important to grasp the training needs and access the performance is deeply affected by the performance of employees.
Proposition 3-1: In order to enhance the capabilities of employees and organizational performance, the corporate board of directors show the highly support to education training.
Proposition 4-2: According to the different abilities and career development, the companies will plan different instructional courses and instructional methods for each person.
Proposition 6-5: There are many companies doing well in education training, and all of them have benchmarking enterprises that they believe into.
In terms of requirements, companies will conduct demand analysis from organization, individual and task, and set goals from the gap of employee competency and needs. Larger companies and global companies often formulate career management. In terms of framework, the company hasn’t established an education training center to promote education training not for a single function. In terms of effectiveness, companies will conduct effectiveness analysis for education training. When its effectiveness is lacking, they will also analyze needs, methods, administration, and the environment, but the the test method is still not perfect. Except deriving the above 23 propositions, it can also contrast the uniformity ratio between the proposition and the interview content.
On the basis of the conclusion of interview content, buliding competency system can better understand the current gap of employee competency and demand of employees, and clearly grasp the company’s talent pool. In the other hand the system can also plan different education training according to the differences of employees. The issue of testing the effectiveness of education training have been repeatedly mentioned by the interviewed companies because the testing methods for the effectiveness of education training is still not strengthened enough at present. In the future work, it can be tested for effectiveness to enhance the benefit of education training and reduce waste of resources. Besides, nowadays, companies often admire to give employees high autonomy to enhance their independent learning ability, so that employees would be more matched between their needs and education. Last but not least, hopes the conclusions and recommandations of this study can give researchers a hand in future and make education training system more perfect.

Reference ( 69 ) 〈TOP〉

參考文獻
一、中文文獻
王惠美（2007）。混成學習，讓訓練績效更提升!讓一加一的學習大於三。人才資本雜誌，(6)。
何永福、楊國安（2001）。人力資源策略管理。臺北市：三民。
吳淑華（譯）（2001）。人力資源管理合作的觀點（第七版）。台中：滄海書局。(Susan E. Jackson, & Randall S. Schuler, 1997)

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