自從2008年金融海嘯以來，企業的成長面臨到各種多變的競爭考驗與挑戰。過去企業賴以成功的模式多已不復存在，接下來面對的生存環境將更加嚴峻。因此，企業未來創新策略的思維與有效人員的執行將是一項非常重要的課題。企業人才是否能在策略的引導下，安排至關鍵崗位中充分發揮，其中組織變革是關鍵。綜觀歷年來各種企業的變革、組織再造、策略規畫等，無論有多麼獨到的分析、精闢的見解，都存在著一項不變的原則。就是需要由『人』來執行。也就是說，執行的成敗、效益，關鍵都在於『執行者』的品質。因此，如何能在企業策略形成之後，正確訂定出各項策略目標的衡量指標與達成標準，是極為關鍵的事。企業必須要能根據未來的策略，建構一套策略性人才培育系統，持續有效的發展企業未來人才，才能幫助企業永續經營發展。 本研究將參考企業策略培育的相關議題，著手探討策略形成、策略行動，結合策略培育，建構出策略性人才培育體系。將人力資源管理單位當做企業組織變革的管理顧問，針對個案公司提供策略訓練建議，並在未來企業策略目標的推動時，能有更明確的方針、流程與步驟，並結合策略地圖與績效指標，隨時提供企業內部回饋的機制與改善的方向，將可落實策略人才培育並達成訓練績效的移轉。 本研究是屬於描述性與探索性的個案研究。其個案僅當作探討此議題的輔佐性研究案例。研究過程聚焦於訓練體系的融合與應用，為一種工具性的個案研究。主要研究的問題如下： (一) 策略性人才培育體系的架構與流程 (二) 策略性人才培育體系的成功關鍵因素 (三) 策略性人才培育體系之限制或障礙

「人」是公司中最重要的資產，而在知識密集的行業中，這樣的資產更顯得重要。由於網路技術的出現，網路人力銀行也成為另外一種人才招募的新興管道，但透過網路人力銀行所召募的人才素質並沒有傳統上透過公司員工推薦進來的人才可更進一步瞭解的好處。因此本研究透過一網路人才推薦信任制度，來加強線上人力銀行之人才篩選能力，希望透過此制度能繼續保有網路人力銀行在人才招募速度上的優勢，並能加強其篩選的能力。 本研究針對人才招募管道進行了文獻的探討，提出一人才推薦制度，以某國立大學EMBA之人才庫，透過成員間的學經歷背景相似度，推薦出擁有相同顯性工作能力的人才。讓人才招募單位可以得到推薦的人才，並可對其作信任評價的推論。接著利用實驗來求出雛型系統的一些關鍵參數，讓雛型系統運作得更完善以及更符合使用者的需求。 本雛型系統結合了網路人力銀行人才招募方式可快速地招募到大量員工的特點，及員工推薦人才招募方式可招募到更適切員工的特點。並透過FOAF格式的使用，將線上社會網絡的資料格式統一，有助於縮短整個人才信任推薦系統的建立時間。 / "Human Resource" is one of the most important assets of company, especially in knowledge-intensive industries. As network technologies developed, commercial job site has also become another kind of recruitment channel. But through this kind of channel, companies don’t have better chance to know new employee than traditional way. Therefore this study filters new employees by a Recommendation & Trust Inference mechanism. Hope that commercial job site would continue to keep the advantages of high efficiency in recruitment, and enhance its filtering capability at the same time. First, this study surveys literatures in recruitment channels. And it proposes a Recommendation & Trust Inference mechanism using a national university EMBA program member data as an example. The Recommendation mechanism recommend candidates having the same specialty by comparing their similarity of education and work experience. Furthermore, recruitment unit could use Trust Inference mechanism to get suitable candidates. Third, we conduct experiments to find the key parameters for the prototype system. Make the system able to work better and meet users’ needs. The prototype system combines the benefit of commercial job site which can quickly recruit a large number of employees and the feature providing more appropriate candidates for the company recommended by staff. Simultaneously by taking use of the FOAF format, we can unify the data format in online social network. The way mentioned above will effectively reduce the system set-up time.

「高潛力人力資本」即所謂的「高潛力人才（High potential或Talent）」係指那些具備企業目前與未來所需要的核心職能，並具有卓著績效貢獻者而言。在人才類型而言，他們即屬核心人才（Core Employees），如企業中的關鍵性管理與研發人才。 然而高潛力人才的培育也是有等級性的區分，公司同時要考慮到內部初階、中階及高階的高潛力人力資本的需求。高潛力人才是公司未來高階經理人的種子，相對於企業間對於各等級的經理人彼此挖角的人才競爭方式，越來越多企業意識到自行培育能認同公司理念的高潛力人才之重要性。是故很多企業開始打造自己的高潛力人才─也就是未來經理人的培訓之路，而因此促成了「儲備幹部制度」（Management Associate Program，簡稱MA制度）的誕生。 而近年來台灣企業紛紛起而效之，除了本土金融公司之外，科技公司與零售服務商也一一加入儲備幹部的招募、培訓制度的設計，與未來發展的考量，希望發展出適合所屬產業與自身公司體制之儲備幹部制度。 然而關於台灣本土企業之儲備幹部制度研究量尚有限，是故本研究希望從「高潛力人力資本」在「企業智慧資本」中的定義出發，結合學術理論與業界訪談，探究不同企業在運行儲備幹部制度的動機、邏輯與制度設計，進而透過綜合的分析與探討，歸納出儲備幹部在人力資本的定位與角色，以及儲備幹部發展的內涵與特質，再進而推論出台灣本土企業在運行儲備幹部制度時應有之綜合考量與成功因素。 / The definition of high potential human capital, also regarded as high potentials, refers to the employees who have the core competency and could contribute extinguish performance to the company. They are the core employees in the company, playing an important role in management and development functions. The cultivation of high potentials differentiates into the basic class, intermediate class, and high class, based on the demand of company. Because high potentials are candidates of future chief executive, more and more companies realize the importance to cultivate their own high potentials who identify with company’s philosophy, rather than to hunt the talents from other companies. Based on above reasons, the management associate program (MA program) was applied and well developed in many companies. Recently, not only finance holding companies but also technology and retail service companies, based on their industry features and future development, are working on their own MA program. However, the studies related to MA programs of Taiwanese companies are not abundant. Therefore, this study focused on the definition of high potential human capital and intellectual capital, combining with industry interviews, to discuss the motivation, design, and the operation of MA programs in different companies. This study summarized the position and importance of MA in human capital, discussed the intrinsic characteristics of MA program, and thus concluded the dominant factors to achieve successful MA program that could be applied in Taiwan.

人才留任管理是所有合併企業都需要處理的問題，成功與否關係到新企業的未來發展。近年來臺灣貨運承攬業，面臨國際間強烈的競爭，被運輸業整合成為屢次被採用的手段。本文主要在探討貨運承攬個案合併時人才的保留，由該行業的業務特性、進行關鍵人才鑑別及留用方法與管理方式的探討。從個案創立擴展史了解其核心事業由航空貨運承攬，擴及海運承攬、國外進口業務及進口報關等專業。故上述四項業務相關人員是併購後業務能持續推展的主要關鍵人力。關鍵人力篩選方法的主要對個別員工判定其知識價值及知識風險評估。前者指承攬業務的通關與關務的專業經驗、臨機應變訣竅等；後者則依據其履行義務、溝通與價值分享、即時貨況訊息掌握能力等判定。 由於併購公司與目標公司的人力專業並沒有嚴重的重疊，故人力汰留壓力並不嚴重，反而是在母公司主導管理上的一致化、E化整併與企業文化磨合，可能是影響人力保留政策的推行。因此高階主管扮演很重要的角色，對留用人才對新公司新策略的信服，以及新文化的調和，占有教化遊說的關鍵地位。同時，在具體的事務管理上，需會同合併前各公司的高階層主管，在統一的系統下有效的運作，達到合併營運績效增長的目的。 合併後留用人才的管理由個案得到的分析結果如下：基層管理的重點在於新規範的重申、積極性的再教育、激勵策略；高階人員則是建立企業使命的共識、協調合併後管理標準、溝通組織結構和設計、維持良好的人際關係與企業文化推展等措施。上述管理策略以其在合併後一年，能夠使貨運承攬業務績效優異，足證為可參用的人才保留及管理方式。 / The talent retention of post merger and acquisition is an important problem for all newly merged enterprises, which is associated with the future success of new cooperation. Recent years, the cargo transportation in Taiwan was faced to a rigid international competition. For contractors, being merged was a reciprocal method by every related enterprise. A case study is successful in talent retention, because of the specialist of the target company, which is compensated for the merging company. We analyzed the whole details during the combination of it and a logistic association in Hong Kong erected by a Malaysia big association. The target enterprise has been an internationally famous association in sea and fly Customs clearance contract. In December 2015, two associations were combined through exchange stock holdings, and under profit guarantee prerequisite, new company of logistics is constructed. Because two associates were belong to different countries and areas, the management systems and enterprise cultures exhibited big difference, crisis of manpower still existed because of the leave of the target company. The technique of key talents retention and post merged management are extremely referential. This study focused on the talents retention during merging and after the combination of cargo contractor, from checking the special talent personnel identification and the management methods of Key talents carried. by business characteristics. The core business of the target company was selected out from its history of erection and expansion, which include fly and sea cargo contracts, foreign import business and import customs and other professional. These four business-related personnel need continue to promote the main business of new company after merging. The screening methods of key specials are judged by their knowledge value and knowledge risk assessment. The former refers to the experience of customs clearance, the trick of immediate response to contingency; the latter to the obligation fulfillment, communication and value sharing, and ability to master instant messaging of cargo status. As the M & A company and the target company's human resources and there is no serious overlap, so the pressure of human development is not serious, but in the parent company's leading management of the same, E and the whole culture and run, may affect the human retention policy The implementation. So high-level supervisors play a very important role, to retain the talent on the new company's new strategy of conviction, as well as the new culture of reconciliation, occupies the key position of educational lobbying. At the same time, in the specific affairs management, with the merger before the high-level executives in the unified system under the effective operation of the merger to achieve the purpose of operating performance growth.

本論文分兩部分，第一部分是我國使用資料庫系統的情況，及未來使用的趨勢。第二 部分是綜合文獻和實證研究的結果，就高階管理階層的支持、電子資料處理部門的配 置、建立系統的程序，以及和應用部門間的聯繫等方面，提出結論與建議。論文大綱 如下： 第一章：導論：研究目的、方法與限制。 第二章：資料庫系統。第一節資料處理方式的演變與趨勢，第二節資料庫系統簡介。 第三章：我國應用資料庫系統的現況。第一節我國使用資料庫系統的現況，第二節使 用者的特性分析，第三節未採用者之原因分析。 第四章：我國應用資料庫系統之機構執行策略分析。第一節人才資源，第二節高階管 理階層的支持，第三節資料管理師之設置，第四節資料庫系統發揮的功能，第五節系 統的整體滿意程度及問題。 第五章：結論與建議。第一節結論，第二節建議。

廠商人才培訓的探討，不論在國內外皆已成為組織研究、人力資源管理、商管等領域中極重要的研究議題之一。許多研究皆已指出台灣屬於後進學習型的國家，透過代工，不同產業在1980年代都進入全球商品鏈生產分工的半邊陲位置。然而，過去有關台灣或者經濟發展中國家如何技術學習的文獻中，很少深入討論技術接收國的廠商透過怎樣的人才培訓制度將技術深化到組織。本研究認為，員工技術學習的能力必須奠基在組織人才培訓制度的安排與制度環境的集體促進過程，一旦缺乏關照廠商人才培訓經驗的特性，將無法完整掌握臺灣企業組織技術學習的獨特性。本研究認為，要掌握台灣廠商人才培育經驗的特性，必須發展出台灣本土經驗的分析架構，而非不加反省地按照西方的觀點或者既有經濟學式的理性效率觀點進行解釋。奠基在深度訪問41家廠商，與其他相關人資協會、政府官員、教育訓練機構人員，總共72人的田野訪問資料，以及問卷調查122家廠商人才培育的經驗，試圖開展出屬於臺灣廠商人才培訓經驗的解釋框架，以掌握影響台灣後進學習廠商的人才培訓態度的制度機制以及理由邏輯。本研究發現，後進學習廠商的人才培訓經驗，必須更細緻地依照廠商在全球商品鏈的結構分工之生產技術立基(OEM/ODM)進行劃分，此相對應出的兩類「後進追趕學習」與「後進追趕創新」的組織人才培訓邏輯，可以適切地解釋台灣製造業廠商人才訓練的經驗。 / As far as firms’ training is concerned, it’s become a rather significant topic in both at home and abroad academic fields, such as organizational sociology, human resources management, and general business administration. Many studies have pointed out that Taiwan could be categorized as a “latecomer’s learning type” of country; as Taiwan’s OEMs (Original Equipment Manufacturers),starting in the 1980s, were joined into the global commodity chains and supply chains, and have earned semi-peripheral positions in the global division of production. However, so far, little is known about how technique-receiving countries like Taiwan pass techniques and skills into the organizational groups of people through the company’s training system. Besides that, employee skill learning heavily depends on the organizational training arrangement and instituted operational process; hence, if there is no consideration for companies’ training practices, Taiwan’s enterprise characteristics won’t be understood completely and a full picture of Taiwan’s business environment will continue to be unclear. Given a lack of related researches and references, this study emphasizes that to create a local analytical framework is more important than in light of theoretical points of view developed in Western societies or the existing efficiency viewpoint of economics-based rational interpretations. In order to explore further how manufacturing companies train their staff members and employees, this study will adopt both an in-depth interview method and questionnaires. Based on interviews with human resource managers at 41 companies, officers as well as leaders who are in charge of human resource associations and training institutes, the survey sample includes 72 interviewees. In addition, the study comprises accumulated training experiences from 122 companies as well. This research intends to not only develop an interpretative framework for Taiwan enterprises’ training experiences, but also seek out the influential mechanisms that may affect companies’ attitudes toward training. The main finding of this study needs to be emphasized is that Taiwan has a dual track of institutional logic for training; training practices that follow a level of technical foundation (which include OEMs and ODMs, Original Design Manufacturers) deeply embedded in the global commodity chain. And these OEM/ODM enterprises have developed two different training types, namely “latecomer’s pursuit of learning” and “latecomer’s pursuit of innovation”. These dual institutional logics for training could help to explain Taiwan manufacturers’ experiences appropriately.

加速產業升級為我國政府近年來努力的目標，而科技人才的培育與運用，則為目標達成與否的關鍵因素，因此在歷次全國科技會議中，均將科技人才的培育、延攬與運用列入重要議題。由於近幾年海外學人在技術引進上扮演了相當重要的角色，因此今後應更積極延攬海外科技人才，以彌補國內人才供應不足的現象。雖然政府有相關延攬人才的方案，但是卻沒有進一步的研究來探討這些人才回國後的適應狀況、工作績效等，如此是否政府的相關延攬措施對國內的產業發展帶來了效益，除了承辦人員累積的經驗感受外，似乎無實證的研究瞭解。因此本研究目的在於探討海外高級科技人才返國工作動機以及返國後之適應狀況，並進一步探討影響海外高級科技人才適應的決定因素以及適應與組織承諾間的影響關係。 　　本研究之研究對象係指財團法人工業技術研究院之返國海外高級科技人才，具有博士學位海外工作經驗3年以上；具有碩士學位海外工作經驗4年以上；學士學位海外工作經驗5年以上三者之一，對國內技術提昇、產業發展有所貢獻的人才。 　　本研究透過問卷調查方式，獲得工研院之人力資源經理研究支持協助下，共計取得有效問卷45份，主要運用典型相關分析來檢定本研究假設，並進一步針對變項間的關係，運用迴歸分析、Pearson相關統計檢定結果以為參考。而為彌補研究樣本規模之限制，並進一步進行個案訪談分析作為研究結果之輔證，共計有效訪談個案6位。 　　本研究獲得以下數點結論： 　　一、人才返國工作之動機多受前程發展動機與歸屬感動機之影響而回國。 　　二、從人才返國後的整體適應狀況在平均值之表現上來看，顯示人才之適應狀況良好。 　　三、人才之返國工作動機會影響人才之適應狀況，且人才越是持前程發展動機回國者，其在工作適應與生活適應的表現上較佳。從個案訪談本研究發現人才之動機是否明確將會影響適應狀況。 　　四、本研究無法驗證海外高級科技人才之文化傾向與適應狀況之影響關連，但本研究推論文化差異對人才適應狀況之影響在於人才對於文化差異的認知程度與調適情形。 　　五、家庭支持程度會對人才之適應狀況造成影響，但本研究亦進一步推論，若海外高級科技人才在其決定返國時的人生順序上，是將個人的工作生涯在人生中擺在相當重要的位置上，甚至是超過家人的順序，若是如此，則家人的支持程度對於人才的適應狀況影響程度將會較弱。 　　六、人才對於組織所提供支援之滿意程度會影響人才之適應狀況，且組織提供支援的方向以有利於人才工作發揮的支援對於人才之整體適應較有幫助。 　　七、人才對於組織承諾之平均值表現呈中度傾向；且組織承諾與適應狀況間呈顯著正相關，人才之適應狀況會影響人才之組織承諾。本研究從個案訪談中發現個案之組織承諾與個案對工研院的需求相關，如個案返國是以尋求創業機會為主要目的，則工研院的工作環境對他們而言會是一個跳板因而對於工研院的組織承諾將會較低。