探討以一個全球公司如何作最適切之人才管理, 促使人才管理為企業成功之最佳助力及關鍵

當今企業無不認為「人才是企業最大的資產」，而企業間搶奪人才之人才戰爭隨著人才供給的減少越演越烈，然而多數企業對於人才只有一模糊概念，但在對人才沒有明確定義下，企業也無法從事人才管理的活動，遑論藉由人才產生企業本身之競爭優勢。 對於人才之定義，學界及業界始終未有一定論，本研究嘗試藉由關於人才及人才管理之文獻探討歸納出學界及業界對於人才之定義分類，共可分為以下三類：一、能力說，具有高績效及高潛力的人即為人才；二、職位說，人才是位居要職的人；三、全員說，在企業中人人都是人才。並且闡述此三種定義背後之支持理論以及中心思想。 接著，奠基在此三種分類上，尋找相對應之個案進行驗證，能力說之驗證個案為奇異電子(General Electronic，GE)；能力說之驗證個案為日本工具機製造商天田株式會社(Amada)；全員說之驗證個案則為搜尋引擎龍頭Google。除了分別驗證三種人才定義之可行性外，本研究發現企業採取不同人才定義有其營運情境，並且企業會隨發展階段不同而選擇不同的人才定義，同時設計相對應之人才管理作法。企業可運用本研究之結論，檢視自身營運情境及需求選擇合適的人才定義，並搭配適當之人才管理作法。 關鍵字：人才、人才定義、人才管理

Talent management comprises an organization’s efforts to attract, select, develop and retain high-potential employees, as well as the identification of key positions in multinational companies (Stahl et al., 2012). Taiwanese talent management differs greatly compared to western practice based on the sociocultural difference between countries (Varma & Budhwar, 2013). Many dissimilarities in the HR practices between Taiwanese and western firms can be led back to the significant alteration of individualist and collectivist perspectives and characteristics. However, many talent management differences in Taiwan as opposed to Western countries can also be connected to Confucianism and to influences of Taiwanese culture – which is unique due to Taiwan’s democratic laissez-faire market economy mixed with a pinch of Chinese characteristics. For Western companies seeking FDI in Taiwan or planning to set up a subsidy it is crucial to form a deep understanding of these differences which is essential to the firm’s hiring success. This study focuses on exploring the differences between Taiwanese and Western Talent Management approaches and draws on deeper psychological research (MBTI) to analyze cultural and psychosomatic dissimilarities with regards to behavior.