學位論文
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Item Factors Related to Managerial Competence - A Study Based on Managerial Assessment of Proficiency (MAP)(2009) 廖慧萍; Hui-Ping LiaoIn this competitive and variable business environment, managers have to build up some critical abilities to establish their own competitive advantages. Since numerous perspectives take managerial competence as a critical factor in organizational development, it becomes an important issue to assess and train the abilities. Managerial Assessment of Proficiency (MAP), one of the most prominent competence assessment tools, is used by over 100 thousand people in the world. The high rate of implementation in the business environment is the motivation to take the method as research model. Accordingly, this research served for several purposes. First was to understand measures for managerial competence in the literature. Second was to examine the reliability and validity of MAP. Thirdly, some demographic and contextual factors may relate to managerial competence. Based on the database of MAP, the researcher identified the relationship of these variables. This study utilized the quantitative method to investigate the above questions. To realize the reliability, this research analyzed Cronbach’s alpha of MAP which was equal to .733. Confirmatory Factor Analysis (CFA) was for examining the validity of MAP. Because the result showed some items of the t values of administrative and cognitive ability were smaller than 1.96, this study merely adopted communication and supervisory ability to examine the relationship between managerial competence, demographic and contextual factors. The outcome indicated only gender and educational level had significantly relationship. Finally, conclusions and recommendations were provided based on research findings.Item Evaluate Innovation Competency Factors on Microsoft Taiwan-Innovation in Process, Organization and Technology (IPOT)(2009) 曾德倫; Deh-Lun TzengInnovative human resources (HR) have already become the most precious asset in the era of knowledge economy and the major sources of competitive advantage for maximizing profits. Meanwhile, in the era of globalization, recruiting the best human resources capital worldwide has already become the essential mean for enhancing firm’s innovation competency and profit maximization. However, how firms’ innovation competency can be impact by human resources has seldom been studied. Based on van der Panne’s framework, this study replaced the product-related factors with human-related factors. The IPOT model was developed by Shih& Tzeng. The empirical results showed three major important findings. First, most of the factors in the framework had positive influential power over a firm’s innovation competency to produce successful products or services. Major findings showed that, first, in order to improve the innovation competency, Microsoft Taiwan should recruit young and local employees to avoid from the group thinking problem. Good internal communication was very important for improving Microsoft Taiwan’s innovation competency. Second, Microsoft Taiwan should provide good internal communication channels and opportunities for its department managers. Third, compared with other companies, Microsoft Taiwan went through rigorous risk management; hence, it reduced the cost of project failure and achieved its innovation competency. Forth, the human resource department should emphasize more on the job content and profession fitness for employees. By fulfilling employees’ expectation for the job content, their willingness to cooperate in team was also improved. Fifth, factors that reinforce the market leadership of Microsoft Taiwan and to its successful innovation competency were: market research, quick response to the market change, and on time services.Item The Considerations of Localization of Management for Foreign Enterprises in China(2008) 謝俊光; PAUL SHIEHTo explore the Chinese market requires an in-depth understanding and examination of the local management barriers and deeper understanding of the considerations which would serve to guide the foreign companies. This is a very challenging task which requires understanding of the historical context and the thinking of the people. China is a population powerhouse and very emerging market with very complex network of controls and management skills which determine the success of the management in the Chinese grounds and market. This study seeks to investigate the importance and considerations on localization of management of foreign enterprises investing in China. It also seeks to examine the significance of cultural values on management systems in China. In collecting data the researcher used mainly qualitative methods. The bulk of the data came from secondary sources. In depth interviews were also used in collecting data. The literature reviewed attempted to set a conceptual framework for the understanding of the topic. Content analysis was used for the analysis of data. The analysis of the findings revealed that foreign companies that used local management stand better chances of success and cultural values also play a very significant role in determining the policy formulations. The conclusion noted that the consideration of values plays a significant role in determining the success of foreign firms. The study recommended the effective use of local people who have broad knowledge about the values of the country.Item Cultural Differences influencing Communication Problems between Taiwanese Employees and Japanese Expatriates(2006) 中道惠里; Eri NakamichiABSTRACT While much attention in recent years has been focused on the communication problems between Japanese expatriates and local staffs in many countries, little research has been conducted on the communication problems between Japanese and Taiwanese employees. In this study, the communication problems of Japanese expatriates in Taiwan were examined. Twenty cultural differences between Japanese and local staffs derived from literature reviews were used to examine cultural differences influence on communication problems between Japanese and Taiwanese. To identify which cultural difference cause communication problems among these 20 differences in more details, an interview survey to Japanese expatriates in Taiwan was conducted. As the result of the interview survey, it was revealed that Japanese tend to feel communication problems with the cultural difference of job implementation, such as, the way of report, the way of suggestion, the way of looking for the cause of the troubles, the way of taking responsibilities, and the way of excuse. On the contrary, Japanese do not tend to feel communication problems with the difference of language, such as, polite expression, term of respect, and tone, do not influence on the cultural differences. This study is important practically in that it identifies cultural differences that may improve expatriates performance. Furthermore, the research findings are relevant to Taiwanese and Japanese multinational employees who seek to sustain a competitive advantage through successful expatriate program.Item 影響日本職業婦女出國留學之因素:以台灣的個案為研究對象(2006) 青柳香; Kaori Aoyagi全球化趨勢之下，日本的企業主特別青睞具有跨文化經驗的求職者。學習外語的人口也與日劇增。但是，企業真正需要的人才不僅須具備外語能力，也須擁有多元文化的特質。隨著企業愈加重視出國留學的人才，愈來愈多日本就業婦女選擇出國留學，即使須辭掉原先的工作，亦在所不辭。影響他們出國留學的動機及因素很多。本研究採用「推-拉模式」。此一模式認為，推的因素包括：母國經濟狀況、就業婦女的限制、以及社會趨勢等，拉的因素包括：出國留學的益處、留學國的魅力、提供較佳的課程、移民的意願及熟人的推薦。本研究採用質性研究法中生命史研究法，以深入訪談的方式，訪問受訪者的生命經驗。研究發現三股主要的推力：過去的工作經驗(包含六部份：招募、工作職位、收入、工作職責、組織文化及辭職時機)；文化及社會(包括五個部份：男性優勢文化、學歷文化、不佳的經濟與不平等的工作機會、加值的聲譽及雙語的熱潮)；失敗的經驗(包括：幻滅的夢想、學習外語失敗的經驗)。同時，拉力有五個：他人的留學經驗、成就動機(包括：工作成就；技能成就及尋求契機)、台灣的魅力(包括安全、熟悉及距離近)、情感的考量(包括：對外國的好奇、對外國文化或語言的喜愛及對中國大陸的厭惡及恐懼)與媒體的資訊等。此外，親屬關係亦是影響的因素之一。Item 企業對人力銀行招募網站所提供技術與服務之滿意度(2006) 蕭百容; Portia Xiao快速的網路發展讓人力招募相關事務產生了很大的變化，相關資料指出線上招募網站協助求職者尋找工作職位，然而以招募者觀點來探討線上招募滿意度的資料並不多，因此，此研究在於探討線上招募網站提供的技術與服務對於招募者的滿意度。問卷調查為此研究蒐集資料的方式，樣本為1111人力銀行上公佈職缺之招募者。Item 老子治療學義蘊之詮釋(2007) 陳瓊玫「道」的哲學思想是老子在經驗世界中的生命體悟，因唯有「道」在現實經驗中開展，才會對人產生無比的意義和價值，而這過程中的歸復、檢別和釐清即是一種治療的進程。老子解蔽式的對應態度，即是在概念的不斷跳脫中，打破世俗化的判定，以開闢另一審視自由的心境，並藉由敞開自我，召喚出生命底層本然所具有的力量，再以此力量對治當下所遭遇的焦躁與不安。由此義看來，老子的思維模式實可析理為治療學義蘊之詮釋。以現實生活議題為考量，本文首章說明行文方向及論點，在搜羅整理前人相關研究成果後，由治療學的發生背景與內容，分析「治療學」之定義，以做為合理性考察的依據。並主要以傅朗克之「意義治療學」為引證，闡述其觀念與老子思想上的會通之處。再者由「病因診斷」與「治療方法」兩大部分，提出觀測做為理論脈絡：以「人」為主軸，拓展對萬事萬物的接觸，由個人層面、社會層面、及國家層面，逐步論述老子的治療意涵，探究病因之所在。最後以老子之治療成效做為全文檢證，由治療意識的分析收攝人與道的關係，從問題的梳理來理解自我。而老子治療學之義蘊，即在使人能融於道，並在此中找到合宜的立足點，尋求出各安其位的和諧理序。Item Problems and Solutions in Applying Assessment Center Methods in Taiwan(2005) 陳昱蓉; Yu-Rong ChenAssessment center method (ACM) is an ever more complete and appropriate method with respect to human resource practice in this ever changing, global and technologically demanding business environment. However, the operation of ACM is relatively preliminary due to different business environments in Taiwan. Thus, the study was aimed to explore the current situation of applying ACM in Taiwan, to investigate the problems of implementation, to construct a comprehensive strategy to solve these problems and to provide the concrete conclusions and suggestions to practitioners and further studies. By using qualitative research method with multiple cases, the main problems of applying ACM on Taiwan found in this study were: (1) All aspects during application can not be ignored (2) Managerial capabilities need to be enhanced (3) Never think assessment center as ‘panacea’ (4)Effective assessment center in Taiwan has not been built. In addition, comprehensive solutions to cope with these problems concluded in this study were (1) Seek for support from executives (2) Make the purpose of application clear (3) Establish the system of assessment (4) Select suitable assessment center for your own company (5) Provide Training after assessment (6) Develop and modify materials during a period of time (7) Offer subsequent measures to leverage the assessment center.Item 多國籍企業人力資源高階主管之職能研究(2005) 張可翰; Koko ChangIn the process of multinational corporations (MNCs) operation and development, the top HR manager takes a great responsibility of assisting the corporation to establish organization abroad, and manage the global workforce and international human resource practices. For understanding the competencies of the top HR manager in MNCs, researcher reviewed the related literature for understanding the background of the research and developing the research purposes that generalized from the problems. The study adopted the multiple cases of qualitative methods and in-depth interview method, researcher tried to find the appropriate interview subject and developed the interview instrument for implementing the interview. The interview content and information were arranged, analyzed and discussed after each interview. The major findings in the study are present as below: 1. The practices of top HR manager in MNCs are generalized into 6 categories those are Strategic Partners, Administrative Experts, Employee Champions, Change Agents, Coach and Coordinator. 2. The competencies for top human resource manager in a MNC arranged and coded form interview transcription are generalized into 3 categories those are (1) Strategic thinking which include Business planning involvement, Human resource practice Alignment, Consultation providing, Organization diagnoses, Human resource planning, Competency need assessment. (2) Operational abilities which include Communication, Flexibility,Knowledge, Experience, Leadership, Learning ability. (3) Personal trait which include Enthusiastic, Aggressive, Reliable, Self-control and Creativity.Item 業務人員逆境商數、情緒商數及工作績效之關係(2005) 吳淑鈴; Shu-Ling WuThis study investigated the relationships among adversity quotient, emotional intelligence and job performance of salespeople using quantitative method. It was hypothesized that there were relationships between adversity quotient and job performance, emotional intelligence and job performance and adversity quotient and emotional intelligence. In addition, it was hypothesized that adversity quotient and emotional intelligence have influence on job performance. The results showed that these hypotheses were supported. Besides, the correlations between adversity quotient and job performance, emotional intelligence and job performance and adversity quotient and emotional intelligence were positive. In addition, regression analysis showed that adversity quotient plus emotional intelligence can explain above fifty percent of job performance. Implications of these results were discussed, as were suggestions for management practice and directions for future research.