根據國家發展委員會的調查指出，台灣目前為高齡化社會，預估未來將步入高齡及超高齡社會。此現象對一個國家國力的強弱、生產力及社會負擔有密不可分的關係，它不僅對國家發展是一個警訊，相對就企業而言，也高度相關於企業之競爭力。

過去針對高齡化、少子化的研究多著重在社會及企業總體面向，如：社會制度、福利、保險等。對於服務業人力資源專業人員因應方式則著墨較少。因此本研究針對服務業人力資源專業人員做個案深度訪談研究，以台灣現階段年齡結構改變的角度來探討服務業人力資源專業人員無論在選才、育才、用才或留才上有何改變及因應措施，並驗證國外文獻研究結果於台灣企業運作上結果是否相同，同時以馬斯洛需求層級理論、艾瑞克森發展階層理論觀點來思索年紀大的員工其心理狀態是否會影響人力資源專業人員在組織制度設計上的不同來探討。研究之高齡化對象僅針對非專業、一般基層員工進行探討，期待能在人力資源操作面上得到有價值的應對策略，供後續研究者探討及使相關人力資源專業人員有所參考。

本研究發現

1.當人口年齡結構逐漸老化，為防止企業員工年齡持續老化，則選才策略
皆以招募年輕人為首要。
2.人才卡位戰，將提前在校園引爆，產學合作將是年輕人的重要來源，同
時羅列的招募誘因，如薪資、福利、晉升等也將提前在校園內被做比較。。
3.在資訊發達的年代，招募年輕人需要使用更加多元的招募管道。
4.品牌建立、品牌價值與品牌形象會影響年輕人加入企業的意願，進而間接影響企業員工之平均年齡。
5.若無法有效改善員工年齡老化的問題，則無法有效培養接班人與接班梯隊。
6.企業應培養有潛力的年輕人為未來之管理中樞，使之得以永續經營，並適度因應企業特性發展專屬的訓練體系，階段性做職務的轉換與輪調，以滿足年輕人學習的慾望。
7.高齡員工喜好穩定，可使其專精在自身工作上，並有效傳承知識與經驗，滿足其尊重之需求，避免任意做職務輪調。
8.團隊成員可依據年齡特性搭配組成，並可適度有效的將非核心業務委外，
專注在核心業務上。
9.福利制度應以員工平均年齡不同而有設計上的差異。

According to the research of National development committee, Taiwan is currently an aging society and estimated to become an aged society and hyper-aged society. This phenomenon carries a close relationship to strength and weakness of a country, productivity and social burden. It is not only a warning sign for national development, but also highly related to corporate competitiveness.

The former research of aging and decreasing in birth rate studies had mostly focused on overall aspects in society and corporation, like social system, benefits and insurances… etc., yet there are only few coping methods for human resource personnel in service industry on this matter. Therefore, this research holds case studies by deep interview with human resource personnel in service industry, to discuss any possible changes and coping measures on recruitment, training, employment or maintaining of staffs based on the perspective in age changing structure at current stage in Taiwan, and also exam the results of foreign researches in corresponding with outcome of company operation in Taiwan. In the meantime, to understand the mentality of elder personnel on whether it would affect the design of organizational system plan by human resource staffs considering the point of view from Maslow’s Hierarchy of Basic Human Needs and Erikson’s Stage Theory of Development. This research for aging subjects is limited to non-professional and general employees, hoping for valuable coping strategies on basic operation in human The coping methods resources so as to further studies and for reference of related human resource personnel.

This research founds
1. When population structure is getting older, the first priority of selection strategy is to recruit young people to prevent aging corporate staffs.
2. Recruitment for talented people is going to be occurred in schools, collaboration between industry and school will be the important source for young people with list of recruitment Incentives, ex. Salary, benefits, promotions will also be compared in schools.
3. Diverse recruitment channel is need for recruiting young people in this information developed era.
4. Brand establishment, brand value and brand image will affect young people in joining the corporation, furthermore to indirectly effect average age for corporation staffs.
5. Corporation can’t effectively cultivate successor and its team if aging staff promblem can’t be improved effectively.
6. Corporation should cultivate potential young people to be future management core so it can be sustainable operated, and to develop training system that fits the specialty of the company, to ensure job rotation in order to satisfy learning desire of young people.
7. Older age staffs like stability, they should focus on their own job and passing knowledge and experience to fulfill the self-esteem, and to avoid job rotation.
8. Team member can be assigned according to age, and outsource non-core jobs in order to focus on core jobs.
9. Bonus system should be designed differently based on average age of staffs.

論文審定書/論文公開授權書 i/ii
誌謝 iii
中文摘要 iv
英文摘要 vi

第一章 緒論 1
第一節 研究背景 1
第二節 研究動機 1
第三節 研究目的 1

第二章 文獻探討 2
第一節 台灣人口推估 2
第二節 老化生理的基本概念 6
第三節 員工年齡之組織行為與發展方案探討 7
第四節 心理社會老化理論 9
第五節 高齡員工之職務設計 12

第三章 研究方法 14
第一節 研究方法 14
第二節 研究對象 16
第三節 研究過程 17

第四章 研究結果 20
第一節 服務業人力資源專業人員面對高齡化職場“選才”的因應方式 21
第二節 服務業人力資源專業人員面對高齡化職場“育才”的因應方式 24
第三節 服務業人力資源專業人員面對高齡化職場“用才”的因應方式 27
第四節 服務業人力資源專業人員面對高齡化職場“留才”的因應方式 29

第五章 結論 31
第一節 命題發展與建議 31
第二節 研究貢獻與研究限制 38

參考文獻 41
附錄 45

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二、英文部分

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