面談是目前企業甄選時最常使用之方式，大多數企業在甄選新人時至少會進行兩關面談，而面談者大部分皆由用人主管與人資人員擔任，然而用人主管與人資人員在面談角色上有何差異，過去並無研究進行探討。本研究欲從面談問題之選擇來瞭解用人主管與人資人員在面談合作中是否會傾向詢問不同問題，此外，並同時探討影響面談者對面談效果之感受與影響面談合作效能之相關因素。

本研究以配對問卷方式進行資料蒐集，分別請合作面談過同一職缺之用人主管及人資人員進行問卷填答。條件限制方面，用人部門限定於公司之主力盈利部門且職缺為該部門之主力員工職缺。總共發出180組配對問卷，剔除不成對問卷與填答不完整之問卷，回收114組成對問卷，回收率為63.33%。

經過皮爾森積差相關分析、獨立T檢定分析、單因子變異數分析與雙因子變異數分析之後，研究結果主要發現如下：
1.面談者對面談效果之感受不會因為接受過面談訓練與否、面談時間長短以及面談表單使用與否而有所差異。

2.用人主管與人資人員在面談問題、重視工作者條件上皆沒有顯著差異。

3.接受過面談訓練與否、面談年資長短與面談合作方式也對於用人主管和人資人員不會產生顯著差異。

4.面談年資較長之用人主管與人資人員會傾向覺得彼此合作效能較好；而接受過面談訓練與否不會對面談效果產生顯著差異。

根據上述之研究結果，本研究在最後提出研究限制、實務上之意涵與建議。

Interview is the most frequently-used method of selection in present enterprises. In order to select suitable employees, there will be at least two phases of interviews in which both of line managers and hr specialists are interviewers. There is no existing literature discussing about the differences between their behaviors during interviews. This study is mainly focused on those differences between interview questions asked by line managers and hr specialists in a cooperative interview. Besides, this study also analyses relevant factors which have impacts on effectiveness of interviews and corporation.

This study uses dyadic questionnaires to collect empirical data and the author selects both line managers and hr specialists to answer the dyadic questionnaires. To increase validity of data, there is a limitation on the process of sample selection. Only those line managers from manufacture department or business divisions which are the major profit resource in enterprises can answer the questionnaires. 180 dyadic questionnaires were sent, and 114 valid questionnaires were responded. The valid response rate was 63.33%.

Using independent-sample T test, one-way ANOVA and two-way ANOVA, the results are shown as below,

1.The effectiveness of interviews is irrelevant to interview training, interview period and interview check list.

2.There is no difference between interview questions asked by line managers and hr specialists.

3.There is no significant influence on interview questions between line managers and hr specialists by interview training, interviewer’s interview experience and method of interview cooperation.

4.The effectiveness of cooperation is not influenced by interview training and interviewers’ interview experiences either.

目錄

第一章 緒論 1
第一節 研究背景 1
第二節 研究動機 3
第三節 研究目的 4
第四節 研究流程 5
第二章 文獻探討 6
第一節 甄選面談的功能與應用 6
第二節 甄選面談研究之整理 8
第三節 甄選面談的構念 12
第四節 人資人員與用人主管之合作關係 20
第三章 研究方法 25
第一節 訪談整理 25
第二節 研究方向與假設整理 28
第三節 研究設計 30
第四節 研究工具 35
第五節 資料分析方法 37
第四章 結果分析 39
第一節 各研究變項之描述性統計分析 39
第二節 各研究變項相關分析之探討 45
第三節 各研究假設之結果分析 49
第五章 討論與建議 64
第一節 結果分析與討論 64
第二節 實務上的意涵 68
第三節 研究限制 69
第四節 後續研究建議 70
參考文獻 71
附錄一 77
附錄二 80

表目錄
表2.1.1 甄選工具效益比較 7
表2.2.1 結構化面談組成因素表 10
表2.3.1 企業重視工作者之條件 19
表3.1.1 訪談名單一覽表 25
表3.2.1 研究假設整理 29
表3.3.1 公司樣本特性 32
表3.3.2 用人主管與人資人員樣本特性 33
表3.3.3 用人部門之樣本特性 34
表3.3.4 用人主管與人資人員之面談特性 34
表4.1.1 各變項的描述性統計表 42
表4.2.1 面談構念之詢問頻率與應該詢問程度之相關分析 47
表4.3.1 與面談相關之分析 49
表4.3.2 面談表單與面談效果之獨立T檢定表 50
表4.3.3 面談訓練與面談效果之獨立T檢定表 51
表4.3.4 面談時間與面談效果之F檢定表 52
表4.3.5 身分別與八大面談構念之獨立T檢定表 53
表4.3.6 身分別與面談構念需要詢問程度之獨立T檢定表 54
表4.3.7 身分別與工作者之重要條件之獨立樣本T檢定表 56
表4.3.8 身分別與面談訓練對面談構念之二因子變異數分析表 58
表4.3.9 與主管風格適配之敘述統計表 59
表4.3.10身分別與面談年資對面談構念之二因子變異數分析表 60
表4.3.11身分別與面談合作方式對面談構念之二因子變異數分析表 61
表4.3.12基本性格之敘述性統計表 62
表4.3.13各變項與面談合作感受之相關分析 63
表4.3.14各變項與面談合作感受之二因子變異數分析表 63
表5.1.1 研究假設驗證結果 64

圖目錄
圖1.4.1 研究流程 5

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