論文使用權限 Thesis access permission:自定論文開放時間 user define
開放時間 Available:
校內 Campus:開放下載的時間 available 2018-01-24
校外 Off-campus:開放下載的時間 available 2018-01-24
論文名稱 Title |
國際人才培育與運用對挑戰性工作機會、國際人才成長機會之相關性探討 Relationships of Global Talent Deployment and Development with Work Challenge and Growth of Global Talent |
||
系所名稱 Department |
|||
畢業學年期 Year, semester |
語文別 Language |
||
學位類別 Degree |
頁數 Number of pages |
56 |
|
研究生 Author |
|||
指導教授 Advisor |
|||
召集委員 Convenor |
王喻平 Yu-Ping Wang |
||
口試委員 Advisory Committee |
余明助 Ming-Chu Yu |
||
口試日期 Date of Exam |
2013-01-17 |
繳交日期 Date of Submission |
2013-01-24 |
關鍵字 Keywords |
國際人才運用、國際人才、國際人才發展、國際職涯發展、挑戰性的工作機會、人才培育、人才留任 international career growth, challenging work opportunity, leverage, global talent deployment, global talent development, global talent |
||
統計 Statistics |
本論文已被瀏覽 5736 次,被下載 377 次 The thesis/dissertation has been browsed 5736 times, has been downloaded 377 times. |
中文摘要 |
隨著科技、交通等日益進步與全球經濟蓬勃發展的情勢下,促使各國企業走向國際化的趨勢並導致人才在各國間遊走。許多已開發及開發中國家為了提高國家競爭力必須吸引國際企業投資、吸引更多國際人才,因而訂定各種法律政策與人才計畫;如吸引留學生與短期外籍人才計畫,鼓勵人才移民定居計畫等吸引更多人才與跨國公司。透過薪資、福利、具挑戰性的工作設計、具發展性的職涯規劃、持續的培訓計畫等才能吸引及留住人才。透過有效的運用國際人才和策略性的人才培訓等提高工作效率與組織績效,達成組織目標、提高組織在國際間的競爭力。本研究透過質化與量化方,著重於探討具挑戰性的工作機會與國際人才職涯發展機會對國際人才培育與發展之間的關連。研究結果顯示具挑戰性的工作機會與國際人才的有效運用有正面關聯,而具挑戰性的工作機會與國際人才成長機會對國際人才發展有正面影響。 |
Abstract |
Since the global economy is expanded dramatically start from 2002, and also because of changes to the national, regional and international levels lead to accelerated the enterprises to go international and also have urged talents flow across borders. Many countries, have designed and changed policies and programs to attract talent people as students, temporary workers and immigrants, business based all over the globe are feverishly competing for global talent as well, all are persuaded of the positive contributions skilled people can make to their development progress. Attracting global talent with competitive pay and compensations packages, challenging work, accelerated career track, continual training and development. Leveraging global talent with efficient deployment, specific training and development pipeline for global talents to increase organizational performance and national competitiveness. This study aims to probe the relationship between global talent deployment, development and challenging work opportunity, growth opportunity of global talent ,which are major factors of retention. |
目次 Table of Contents |
CHAPTER I 1 1.1 Research Background 1 1.2 Research Objectives 2 1.3 Research Procedure 3 CHAPTER II 5 2.1 Leveraging Global Talent 5 2.2 Global Talent Development 6 2.3 Global Talent Deployment 8 2.4 Opportunity of Global Talent 9 CHAPTER III 11 3.1 Conceptual Framework 11 3.2 Qualitative and Quantitative Research 12 3.2.1 Qualitative Approach 13 3.2.2 Quantitative Approach 14 3.3 Data and Sampling 15 3.3.1 Case Company Profile 15 3.3.2 The Questionnaire 18 CHAPTER IV 19 4.1 The Analysis of Qualitative Research 20 4.1.1 Global Talent Deployment and Global Talent Development 22 4.2 The Analysis of Quantitative Research 27 4.2.1 Sample Description 27 4.2.1 Factor Analysis 30 4.2.1 Reliability Statistics 34 4.2.1 Correlation Table 36 4.2.2 Independent Sample t-test 37 4.2.3 Regression Analysis 37 CHAPTER V 44 5.1 Conclusion 44 5.2 Managerial Implication 45 5.3 Limitation 46 5.4 Future Research Suggestions 46 References 48 |
參考文獻 References |
Becker, C. D., Fineman, M. R., & Freedman, R. J. (2004). Best Practices in talent management from a study of American and European multinationals. Report conducted by ORC Worldwide on behalf of Industrial Relations Counselors Inc. Briscoe, D., Schuler, R., & Claus, L. (2008). International human resource management. New York: Routledge. Carmeli, A., & Schaubroeck, J. (2005). How leveraging human resource capital with its competitive distinctiveness enhances the performance of commercial and public organizations. Human Resource Management, 44(4), 391-412. Currie, G., & Kerin, M. 2003. Human Resource Management and knowledge Management: Enhancing knowledge sharing in a pharmaceutical company. International Journal of Human Resource Management, 14(6), 1027-1045. Ferris, G., Perrewe’, P., Ranft, A., Zinko, R., Stoner, J., Brouer, R., et al. (2007). Human resources reputation and effectiveness. Human Resource Management Review, 17: 117–130. Grote, D. 2000. The secret of performance appraisal: Best practices from the masters. Across the board, May: 14-20. Kaplan, R. S., & Norton, D. P. (2004). Measuring the strategic Readiness of intangible Assets. Harvard Business Review, 82(2), 52-63. Kor, Y. Y., & Leblebici, H. (2005). How do interdependencies among human-capital deployment, development, and diversification strategies affect firms’ financial performance? Strategic Management Journal, 26, 967-985. Lengnick-Hall M. L., & Lengnick-Hall, C. A. (2003). Human Resource Management in the Knowledge Economy. San Francisco: Berrett-Koehler Publishers. Prahalad, C. K., & Hamel, G. (1990). The core competence of the corporation. Harvard Business Review, 68(3), 79-91. Ready D.A., & Conger, J.A. 2007. Make your company a talent factory. Harvard Business Review, June: 68–77. Ready D A, Hill L A, Conger J A. Journal: Harvard Business Review, Nov 2008, Volume: 86 Issue: 11 pp.62-70 (9 pages). Issn: 0017-8012. Tarique, I., & Schuler, R. (2008). Emerging issues and challenges in global staffing: A North American perspective. The International Journal of Human Resource Management, 19: 1397–1415. Ulrich, D., & Smallwood, N. (2004). Capitalizing on capabilities. Harvard Business Review, 82(6), 119-126. Wright, P. M., Dunford, B. B., & Snell, S. A. (2001). Human resources and the resource-based view of the firm. Journal of Management, 27(6), 701-722. |
電子全文 Fulltext |
本電子全文僅授權使用者為學術研究之目的,進行個人非營利性質之檢索、閱讀、列印。請遵守中華民國著作權法之相關規定,切勿任意重製、散佈、改作、轉貼、播送,以免觸法。 論文使用權限 Thesis access permission:自定論文開放時間 user define 開放時間 Available: 校內 Campus:開放下載的時間 available 2018-01-24 校外 Off-campus:開放下載的時間 available 2018-01-24 |
QR Code |