眾所週知，台灣為一海島型經濟，對外貿易構成了經濟發展的命脈，三十餘年來對外 貿易的高度成長，在經濟上造成舉世震驚的成就。將來的經濟發展趨勢，更需以貿易 來領導工業。因此，貿易之升級極為重要，貿易升級的關鍵，首在於貿易專業人才之 培育，本文擬就貿易專業人才之培育做深入之探討。全文分六章，預計五萬字左右， 分別探討下列幾個問題： 一、我國國際行銷現況。 二、國際行銷人力分析。 三、國際行銷人才培訓。 四、國際行銷人才培訓發展與規劃。 五、結論與建議。

本研究是以人力資源發展理論與趨勢為基礎，並參考業界的作法，探討中華郵政如何建構人才發展體系，提升人力素質，強化企業競爭力。 人才發展體系可歸納出功能及執行二個構面，其中功能構面包含訓練體系、訓練藍圖、職涯發展路徑及人才庫；執行構面包含學程學分制、學習管理、個人發展計畫及訓用合一等。而推展人才發展體系關鍵成功因素有三，一是擁有成熟訓練經驗的統籌單位；二是單位合作分工，與實務緊密結合；三是透過資訊科技整合運用。 在建置的步驟上依序為分析組織人力與人才需求；分析訓練與發展需求；規劃訓練體系架構及訓練學習藍圖；針對個人及組織發展建構員工職涯發展資訊與路徑及人才庫機制；以資訊系統將各項作業做系統性整合；透過個人發展計畫及學程學分制度強化人才培育效能。 建置人才發展體系所產生的效益如下： 1.建置訓練體系及訓練藍圖：從公司角度，依員工職務性質規劃學習內容，提升訓練成效；從員工角度，主動規劃個人年度學習，獲得期望的工作技能與成長；從主管角度，緊密結合育才與用才，提升部門績效；從訓練規劃角度，有效簡化作業與縮短流程。 2.建置職涯發展資訊與路徑：對公司，能支援組織的發展與活化人力資源；對員工，能有清楚的發展方向，提昇工作的動力與滿足感；對主管，能有效發揮部屬的潛力並增加人力配置的彈性。 3.建置人才庫：對公司，有計畫的培育關鍵人才，有效支援組織中長期之策略性發展；對有高潛力的員工，能感受到有很好的職涯發展，更願竭盡所能為公司打拼。 / The research is based on theory and trends about development of human resources. Referring to actual practice in the field, the research will discuss how to construct people development systems, to enhance quality of human resources and to strengthen enterprise competitiveness in Chunghwa Post. People development systems can be concluded into functional and executive dimensions. The former includes training system, training map, career development path and talent pool, and the later contains program and credit system, learning management, individual development program & combination of training and employing. To promote people development systems successfully, there are several critical factors. Except owning an overall planning department with mature training experience, every department should work together and combine the work closely with practical experience following by integration of information technology. Building steps for the system following with analysis of manpower and talent needs, analysis of training development needs, plan for training structure and learning map, construction of staff’s career development path and talent pool mechanism in connection with personal and organizational development, integration of every operation by information system, and reinforcement personnel training performance through personal development plans and program & credit system. Generated benefits from the above steps are as below: A.Buildup of training structure and learning map: from the company’s angle, it enhances training effectiveness if the learning program designed by staff’s duties; from the staff’s point of view, they will obtain the desired working skills and growth through its annual personal learning programs; from the supervisor’s point of view, it closely connects talent use and cultivation, enhancing sector performance; considering the training plan, it simplifies operations and shorten process. B. Buildup of career development information and path: for the company, it supports organizational development and activated human resources; for the staff, it provides clear directions, as well as promoting work motivation and satisfaction; for the supervised, it effectively develops the staff’s potential and increase flexibility of placement. C. Buildup of talent pool: for the company, it cultivates key personnel, efficiently supporting medium-and-long-term strategic development, for the high-potential staff, it feels good career development, pushing them willing to work as hard as they can to the company.

人才對於促進一國經濟發展的重要性，從人力資本理論在二十世紀五、六十年代興起以來，隨著知識經濟來臨，受到廣泛的重視便可得知。面對中國大陸經濟迅速發展，人才的需求越來越高，台灣卻存在人才流失及金融產業競爭力下降等現象。尤其近幾年來，台灣與中國往來密切，兩岸貿易及業務越趨開放，人才流動也更加頻繁。 在金融交流方面，雙方於2009年11月簽訂兩岸金融監理備忘錄後，開始有了較正式且完善的進展，兩岸人才流動將擴及金融業，可能加遽台灣人才的外流。為了釐清此現象並探究成因，本文以分析兩岸金融開放與交流之經驗以及深度訪談學界及產業界人士的方式，來探討兩岸金融人才的流動狀況。研究發現，鑑於大陸的經濟成長、人才強國戰略以及金融市場需求，兩岸金融人才的流動並不平衡。銀行業、證券業、保險業在不同時期都呈現出不同的流動族群及流動模式。總的來說，兩岸的人才流動從2001年開始，由陸資金融機構挖角、外資金融機構從台灣培訓人才以拓展大中華業務，到2009年簽訂兩岸金融監理備忘錄後，轉向以台資金融機構外派為主。本文進一步透過推拉因素來解釋這個現象，其中薪資所得、政策、金融市場是中國吸引台灣金融人才的拉力因素，而社會融入、升遷管道、以及家庭因素、生活環境等問題則是中國的推力因素。這些因素在不同程度上影響人才移動的決策。最後，本文也提出金融業人才流動的正負影響以及流動現象背後所隱含的台灣經濟環境的問題。 / Talent, one of the most important factors of fostering a country’s economic development, has caught great attention with the development of knowledge economy since human capital theory boomed in 1950s and 1960s. With the rapid growth of Chinese economy, the demand of talent is huge. As for Taiwan, it is facing brain drain and the decrease of competitiveness in financial industry. Especially in recent years, the relationship is getting closer between Taiwan and China. The trade and business are increasing, as well as talent flow. In terms of financial communication, Taiwan and China have made a big progress since the agreement of Memorandum of Understanding (MOU) was signed in November, 2009. However, it may worsen the problem of brain drain in Taiwan. In order to get a clear idea of this situation, the research thesis examines the condition and discusses the reasons by analyzing cross-strait financial exchange experience and interviewing professionals from academic and industrial fields. The findings are as follows. Due to economic growth, talent strategy with nation strengthening and the demand of financial market in China, the cross-strait talent flow is unbalanced. It shows that banking industry, securities industry and insurance industry have their own type of talent flow within recent years. Generally speaking, the cross-strait financial talent flow started from 2001, with Chinese financial industry’s poaching to learn more skills and foreign financial industry’s training to expand their business in greater China. Until 2009 when the agreement of MOU was signed, it changed by more and more expatriates in China sending from Taiwanese financial industry. Furthermore, the research thesis analyzes the reasons through Pull and Push Theory, which salary structure, policies and financial market are pull factors of China, while social integration, career path plan, family, dwelling environment, etc. are push factors of China. These factors variably affect peoples’ decisions by their own concern. Finally, the thesis comes up with pros and cons of financial talent flow and thus tells the problems which Taiwanese economic circumstances are facing.

本論文共計十萬餘字。全冊分為七章二十八節。大致內容如左： 第一章導論。說明本文論文研究的動機與目的。並引述共黨相關的理論。再論及中共 內部權力門爭和路線的轉變。 第二章分析中共的人口結構。包括量與質的分析。藉以瞭解其人力資源的真相。 第三章分析中共人才培訓的狀況，由學校教育及科技人才的訓練。到黨、政、軍幹部 的培訓，作一全面的探討。 第四章討論中共人才引用的實際情形，以及意識型態對人才選用標準的影響，並論述 其知識份子的地位。 第五章討論人才之間的相互對立情況，由共黨理論及現況說明兩方面予以剖析。 第六章由中共的人才培訓引用政策探討其政權維繫之道，以及對四個現代化發展的影 響。 第七章結論，將前述各章節的討論作一總結。

在知識經濟的世代裡，「人」是組織最重要的資產，也是最獨特的資產。「人才招募」是各型組織網羅人才的重要措施，經由招募所獲得之新進員工的質與量，不但影響組織人力資源管理上的各項功能，更攸關未來的生存與發展。國軍的使命在保國衛民，因應未來戰爭型態改變，在精兵政策的指導下，如何建立一支「量小、精質、戰力強」的勁旅，實繫於人才招募策略之良窳與成效。 是故本研究欲瞭解下列問題並提出具體建議：（1）瞭解當前我國軍隊招募時應用行銷策略現況?（2）分析當前我國軍事院校所處競爭環境?（3）探討當前我國軍事院校學生從軍動機?（4）提供國軍招募行銷策略之具體建議? 而本研究係以問卷資料庫分析、SWOT分析與專家訪談為研究設計。由於採用了國軍人才招募中心八十九年至九十二年四年來蒐集之問卷資料，在質量上都有一定水準，以此資料庫作為分析，除節省大量時間與金錢，亦增加論文之可信度。SWOT分析的運用，則期使國軍人才招募中心更能瞭解內部環境及外部環境的變化以做出相對應之策略；專家訪談時，則針對自國軍人才招募中心成立以來，曾深度參與決策過程的專家進行訪問，期使本研究之行銷策略建議更能貼近實際需要。 在研究中發現新世代年輕人傾向自己做出從軍決定，而家庭親友則有一定程度的影響，且發現女性從軍意願大幅提升。影響新世代的年輕人的訊息管道主要為人際傳播，教官為訊息主要來源，網路行銷在接觸訊息管道中的利用比例仍低，但未來成長性可期；新生來源無南北之差異，中低收入家庭比例逐年增加，從軍動機大多重視中高級需求，惟九十二年則生理需求大幅增加。因此建議針對學子提出訴求，並舉辦「親子體驗營」讓家長與學子一起認識軍校加強從軍動機。並檢討女性軍官錄取員額，以因應女性報考人數大幅增加。在訊息管道上，則重新設計能有效激勵教官之制度與強化網路行銷的功能；由於新生來源無明顯南北差異，在組織設計上可重新考慮增設或合併以達效率。另新生重視中高級需求，故在行銷上更應該著重能助其自我實現的作為，如：交換學生與終身學習等。另外建議學校單位應擬定中長程軍校發展規劃，以爭取較高教育預算，進而招生優質入伍新生，以強化軍校優質形象並檢討軍校校園文化，進行學術交流，提昇教學品質，以達成強化內部行銷的目標；廣告業務則可外包給專業廣告公司以減輕國軍人才招募中心業務負荷。國軍人才招募中心的業務職掌則應朝向更專業與其他人事單位整合邁進。 未來從事相關研究時，若能利用其他情境分析工具加以探討或是擴大問卷發放對象至已錄取資格卻未報到或在調適教育期後選擇離開的學子，或招生的學生能否與國軍使命(Mission)相結合等，並發展嚴謹之問卷量表，進行交叉統計分析，以增加其推論性。或可針對「國軍人才招募的限制與困難」，逐一作個別深入的探討。最後若能蒐集世界先進國家進行軍隊人才招募措施的案例，進行分析與比較，應能發現值得我國借鏡與學習之處。 / In times of knowledge economy, “human” is the most significant and special property in an organization. “Military Personnel Recruitment” is a vital measure to recruit a talented person at all types of organizations. The quality and quantity of new employees by ways of recruitment that can not only influence every function on organizational manpower resource management but also is involved in the survival and development of the future. The mission of our armed forces is to protect the nation and its people. To cope with the change of the war type in the future under the policy direction of crack troops, to establish “small quantity, high quality and powerful war capabilities” troops lies in the effect of personnel recruitment strategy. Therefore, this research is trying to realize the following questions and comes up with concrete suggestions. （1）Realize the current condition which marketing strategy that our army will conduct. (2) Analyze the present competitive environment that our military academies are in. (3) Explore the motives that cadets in our country join the army. (4) Provide concrete suggestions to the personnel recruitment-marketing strategy for the armed forces. This research is designed with questionnaire database analysis, SWOT analysis and expert interview. Because I adopt questionnaires ranging from the year of 2000 to 2003 from the Military Personnel Recruitment Center, the quality and quantity of these questionnaires must reach some standard. By analyze the database, I can save a great deal of time and money as well as add up to the credibility of this thesis. The use of SWOT analysis expects the Military Personnel Recruitment Center to realize the change of the internal and external environment and conduct appropriate strategy. The expert interview is according to the fact that interviewing experts deeply involved in decision-making process at the Military Personnel Recruitment Center so as to meet the actual requirements of the research’s marketing strategy. In our studies, we find that youngsters of the new generation tend to decide to join the army by themselves. Their family and relatives have some extent of influence on them. In addition, we also find that the will to join the army rises for the female. The information channel for these youngsters is from human relation communication. The main information resource is from military instructors. The ratio for the Internet marketing is still low in terms of contacting information channel. However, we can expect its growth. The resource of freshman cadets doesn’t have any difference on the south and the north of Taiwan. The proportion for families with middle or poor income is on the rise year by year. Their motives to join the army mostly emphasize the middle and higher level of hierarchical needs. According to Maslow’s Hierarchy of Needs Theory, there are five levels of hierarchy for human needs. The lowest need level of the needs is physiological needs. Other levels on its top are safety needs, love and belongingness needs, esteem needs and self actualization needs. However, the year of 2003 is an exception that the physiological needs increase a lot. Therefore, I suggest that we focus on the youngsters’ need and hold “Parents and Children Experience Camp.” By doing so, parents and high school students get to know military academies and strengthen the motives to join the army. On the other hand, we can also examine the admission ratio of female officers to cope up with the increase of female examinees. On information channel, we can re-design system to motivate military instructors and enhance the function of the Internet marketing. Due to the fact that there is no distinguished difference on the southern and northern area in Taiwan for the resource of freshman cadets, we can re-consider increasing or merging the organization to make it more effective. Owing to the fact that freshman cadets pay more attention on the middle and higher level of hierarchy needs, we should focus on helping youngsters for self actualization, such as students exchange and lifelong learning, etc. Moreover, I advise that the authorities concerned draft middle and long term of military academies planning development to fight for higher education budget and recruit superior quality of enlisted cadets; enhance high-quality image of military academies and review their campus culture; and engage in academic exchange to raise teaching quality and achieve to strengthen the internal marketing objective. For advertising, we can hand it over to professional advertisement agencies to reduce the workload of the Military Personnel Recruitment Center. The occupancy specialty of the Military Personnel Recruitment Center should step toward much specialization and the integration with other personnel units. If we can take advantage of other situation analysis instrument to explore or enlarge questionnaire objects on those who are admitted cadets without reporting in, those who drop out from school during the adjustment education period, or see if recruited cadets can match the mission of the armed forces when conducting related research in the future. We can develop sophisticated questionnaires and conduct a cross statistical analysis to increase its reasoning. Or aiming at the limitations and difficulties of the Military Personnel Recruitment Center, we can do separate thorough research and discussion. Last but not the least, if we can collect military personnel recruitment measures and examples from advanced countries all over the world and conduct analysis and comparison, we can find something worth learning for our country.

本論文名為「《人物志》的人才學研究-HRD觀點」，從『能力發展』、『考選評估』、『甄補任用』、『人才合作』、『領導接班』、『人文精神』此六個現代所重視的HRD觀點，研究《人物志》的人才學在人力資源發展的領域中如何應用以及其地位，採取文獻分析法和比較研究途徑，本研究的範圍，以《人物志》為主，將《冰鑑》、《貞觀政要》、《做21世紀的人才》…等東方人才學文獻以及有關《人物志》的研究結合HRD觀點，進行文獻分析和比較，本文之研究目的乃探討：一、《人物志》的人才學的重要性；二、《人物志》的人才學的現代性；三、《人物志》之人才學內涵和人才分類系統；四、《人物志》的人才學在人力資源發展的領域中如何應用以及其地位；五、《人物志》之人才學對人力資源發展提供新的啟示。 研究發現以HRD觀點研究《人物志》的人才學，可結合成六大面向：一、『才性鑑定與能力發展』：發掘員工潛能；二、『識人之明與考選評估』：可與多元評估模式相互補足；三、『用人之道與甄補任用』：依人格、專業、才智、職能與利弊用人；四、『人才之間協調與合作』：化解性格和溝通上的衝突、適才適所並建立異質團隊；五、『君臣英雄論與領導接班』：分析領導者的資質、領導風格和侷限；六、『道德修養與人文精神』：謙讓律己。 《人物志》提出才性鑑賞的原理、識人方法與考察人才的途徑、用人必須揚長避短、崇尚全才、溝通需有八通之能且行之以道，並提倡謙讓的道德修養，21世紀所需要的人才亦注重品格與修養，《人物志》的人才學對於現代人力資源發展提供莫大的啟發，進而豐富行政學中國化的意義。 關鍵詞：劉卲、才性、人物志、人才學、人力資源發展

Because of the potential power and rapid economic development, China currently not only has been one of the world’s top exporters, but also endeavors to attract a lot of foreign investments and talents. Beside, currently more and more Taiwanese have jobs in China. Under these circumstances, what I want to research is to explore how China government attracts foreign talents for assisting its economic development. Compared with other seven countries, the issue of attracting foreign talents for China would be new so that I decided to choose several represent countries from North America, Europe, and Asia regions for having further exploration on how different countries attract foreign talents to assist their countries’ economic development. The study found the contribution of most foreign talents in China would focus on the main five industries—electronic information, biomedicine, advanced manufacturing, new materials’ field, resource and environment, and emerging saving and new energies. Rapid economic development has caused the urgent talents’ need in China. In this regard, both of China central and local governments have been triggered on developing and coordinating more comprehensive policies of attracting foreign talents than before. Due to national economic development goals, especially in high-skilled and high-end industries, to attract international student and to relax immigration regulation have been the important tools of attracting and retaining foreign talents. However, what suggestion the study would like to give is that the government should notice the unbalanced incentives provided between foreign and domestic talents. Otherwise, the government may play as a role of forcing domestic talents creating their careers overseas.

現代企業的勝敗關鍵在於人才之競爭，而人才測評不失為發掘與評價優質人力資源之有效方法。面對日趨激烈的企業競爭，本論文試圖從一間成立三年之人才測評新創公司的角度出發，探究此間公司在目前資源與能力有限的狀況下，如何因應外部環境變化與威脅，並在擴增資本額之後，如何強化自身實力，並突破企業自身內部限制，加速企業成長。 臺灣人才測評市場仍處於萌芽和初步發展階段，目前整體產業處於較為零散之結構，並無一個較大的領導者出現，專業人才測評的新創公司未來應有發展空間。本研究以此公司目前擁有的資源與能力，並配合測評產業現況，針對其營業額、公司規模、產品開發、公司商譽與公司政策，設定短、中期營運目標。並根據資源與能力優劣勢的分析，再利用STP鎖定年營收2億元至5億元的中型服務業為目標客戶，進而配合4P與4C的行銷產品組合，完成產品設計、定價組合方案、配置通路與全面強化推廣宣傳。再結合策略聯盟概念，期望提供客戶更全面之服務。並希望藉由擴增資本額，讓現階段資源與能力略顯不足的新創公司，擁有更大的企業能量，能更快速地成長與突破。

由於單一的政府組織已經無法妥善處理複雜的外在環境，社會上的需求也越來越多元化，因此，政府在面對公共事務是採取漸進式的夥伴關係進行政府治理，使得一起從事治理工作已經成為時代的趨勢，因此，本研究主要針對中區職業訓練中心訓練課程的規劃過程作一研究與分析，運用協力治理、彈性的規劃方式，掌握業界的脈動與需求。本研究藉著個案分析，去瞭解中區職業訓練中心人才培訓策略聯盟的成立起因、動機及現況，探討協力夥伴的互動關係。主要是經過相關文獻資料分析出一般訓練業務從需求面、過程面、評估面等建構基礎後，再將協力治理觀點用於職業訓練業務相關議題，並進一步瞭解職業訓練從業人員對公共職業訓練中心提供訓練或實施訓練之模式的看法與意見，由於網絡的成員不只一個，彼此之間會相互影響，因此，分析聯盟成員如何取得所需資源，如何建立、維持彼此的關係等等，都作為未來建構職業訓練規劃時可參考之架構。

組織變革是企業永續經營必經之路，組織必須隨著時代與環境的變化而改變。企業是由人所結合而成的組織，人員的良莠程度也直接影響企業的產出效能。其中除了人員自身的本質學能外，其面對工作時的態度也會是非常關鍵的因素之一，在企業選才時也是列為重點考量，常常呈現對態度（如勤勉審慎性）的考量甚至高於工作技能，再次印證企業必須找對的人上車才能讓企業的運作永續經營。 台灣的產業結構中，為數眾多的中小企業佔全體公司總數的97.73%，成為影響產業成長的重要因素。但是中小企業因為資源（如資金、商譽、能力等等）與大企業比較之下相對缺乏，形成人才競爭下的弱勢群體。如何可以吸引到適當的人才加入，輔以適當的人員培訓，打造企業可用之才，協助企業成長茁壯，成為中小企業十分頭痛的重要課題。 此外，企業在成長過程中經常面臨各種不同的問題與阻礙，組織也須隨著當時的環境與長期目標而進行變革。在組織變革過程中，運用現有的資源配置與組織架構的調整，同時訂定對員工及組織有利的明確變革計畫，並提供完整的步驟及對策，藉此激勵員工，期能獲取新的機會。中小企業如何在資源制約的情形下，突破制約來建構企業的人才策略？該人才策略如何因應組織變革而隨之調整，其調整的重點又應該為何？如何透過激勵來強化員工向心力？以上三個問題成為本研究聚焦的重點。 當環境變化快速又不可預測時，組織要擁有競爭優勢與穩定成長，就必須能夠改善現有產品與創新兼容並蓄，在兩者之間取得動態平衡。所以組織必須一方面運用改善提升來確保現有的能力，另一方面又要發展創新來確保未來的能力。以上兩者必須要擁有創新人才與核心團隊，才能立於不敗之地。 研究發現，在資源制約下中小企業人才策略的建構與執行更加不易，各個階段的人才策略與激勵方式所側重的議題皆有不同。例如當企業轉型時的人才策略著重於找尋有創新能力的人才，協助企業轉換到新的領域，鼓勵創新活動在組織之中進行；當功能部門擴增時著重找尋獨立作戰且可以制定作業標準的人才，健全組織效能，激勵重點在於強化執行效能；當組織功能性齊備後需要大幅增加業務能量、提昇業績成長時需要尋找可以開疆闢土、帶來持續成長的人才，激勵的重點是鼓勵全員銷售，塑造大力開創氛圍。最終希望透過本研究提供中小企業在制約下進行組織變革時人才策略之參考。 / Business organizations are made of various groups of people. The experience, talents, and attitudes among the people have direct impact to the success of an organization. The knowledge and skills of the staff are important, but the staff’s attitude toward their job is crucial. When selecting the right talents, we should consider their skillsets as well as their attitude and aptitude. In Taiwan, most of the manufacturing companies are small to midsize businesses. They are accounted for about 97.73% of the all manufacturing organizations in Taiwan. There are limitations to the organizational growth due to lack of resources for those small to midsize companies. It is difficult to compete with the larger manufacturing enterprises because of this reason. It is critical for the small to midsize manufacturing companies to develop plans for attracting and retaining the key talents to grow the businesses. In addition to lack of resources, the small and midsize companies face business challenges constantly. In this study, we point out 3 areas of focus for the small and midsize businesses to address to improve the talent resource issues. (1) What kind of talent hiring and retaining strategy should an organization have? (2) What kind of the talent hiring and retaining strategy should an organization have during the business transitions? (3) What is the incentive for the talents to stay? In conclusion, it is extremely difficult to establish and execute the talent hiring and retaining plan for the small and midsize manufacturing companies, because the talent hiring and retaining plan varies depending on the stage of transitions for a company. For example, when a company is transitioning to a different area of expertise, then the talent of creativity is needed to be able to break through the existing limitations. When a company is expanding, then the talent of self-motivation and well-organization is needed to lead the effort of expanding. When a company has reached the planned transition and expansion, then the talent of leadership is needed to continue the growth and plan for future transitions and expansions. Hopefully, the examples given in this study can be a reference for the small and midsize manufacturing companies.