近年來，政府積極推動退休年金制度改革、組織改造、員額精簡及考績法修正案，隨之而來便是一波波退休潮；中階主管的大量退離，接踵而來的便是人才接軌的問題。行政院人事行政總處意識到人才落差及人員異動頻繁對機關產生的負面影響，並希望專員級人事人員於陞任主管前即具備擔任主管人員所需之核心職能，爰自2012年起針對人事人員開辦專員級人事人員進階職能培訓專班，基於人事體系具有「人事一條鞭」任免權較易統籌辦理的特性，因此，有較大的機會得落實將評鑑機制與陞遷發展作適度結合。 專員級人事人員進階職能培訓專班之評鑑結果如同考績及獎懲等人事資料記錄著當事人之工作表現及能力，同時對於後續之陞遷發展，亦將產生一定程度之影響，就人事人員來說，參與評鑑無疑是一項充滿壓力之挑戰。該專班自2012年開辦迄今，已邁入第5年，行政院人事行政總處於辦理期間對於專員人事班參訓人員之薦送遴選方式及評鑑內容均逐年進行滾動式修正，惟似乎仍有調整之空間。本研究主要是希望回歸到源頭，期透過訪談方式，瞭解學員對制度之看法，再就訪談資料進行分析研究，進而提供政策調整之參考。

本研究的目的針對國內蔚為盛行的產業外移風潮，而大陸地區正在彼岸用無限的商機和減少勞動成本的誘因招手著，如何有效的創造最大的利潤和競爭力正是對大陸投資的臺商共同關切的問題，而企業最大的資產來自於優秀的人才，唯有適才適所才能創造雙贏，因此本研究希望藉由建構客觀的指標性工具--外派管理職能評鑑量表，用以輔助企業有效地找出適切的外派大陸地區之主管。 本研究先透過文獻回顧與整理、標竿主管深度訪談，建構初步的外派大陸地區管理職能量表146題。再透過內容效度、重要性分析後確認了103題當作正式實證測試的正式問卷。本研究共寄出427份問卷，回收有效問卷為221份，有效問卷回收率為51.8﹪。 問卷回收後，進行因素分析篩選出七個外派管理職能的衡量性構面共計有31題。七個構面的內部一致性α值介於0.74 ~ 0.82之間，具備高度的內部一致性。研究結果的七個構面分述於下： 一、處理跨文化事務問題的能力職能群組 主要職能包括具備預防問題發生的能力；具備迅速發現問題的能力；具備對事務、問題的理解、分析、解決的能力；具有面對危機處理，快、狠、準的應變力和行動力；具有替代方案的規劃準備；以及具備跨文化勞資、團隊爭議的謹慎談判和處理能力等等。 二、海外生活的適應性職能群組 主要職能包括具備對挫折的堅忍力；具備容忍不明確的能力特質；能夠自我情緒智商的控制、發展與管理；具備對文化韌性、跨文化的適應力（生活、環境、工作上的適應力）；以及壓力管理、本身抗壓性良好等特質。 三、自我導向職能群組 主要職能包括具備謙虛，對自我要求持續地改善任何缺失之處，不斷地自我超越之特質；定期做喜愛的活動，幫助紓緩新的實體及文化環境所帶來壓力；在異國中能尋找可替代原有嗜好或活動；能夠有充份的自信心和自我的認同；有自我充實、成長與不斷學習新知，以求創新之特性等等。 四、面臨當地各方面環境之決策能力職能群組 主要職能包括具備獨立決策的能力；具備適時企劃、計劃能力；具備多面向和清晰的邏輯、系統化思考力；具備正確、迅速對事務的判斷力；以及具有對數字的敏銳度，以應變政治、經濟環境對市場影響等等。 五、跨文化團隊建立發展能力職能群組 主要職能包括具備跨文化團隊合作的能力；具有創造跨文化團隊的向心力、凝聚力、工作價值；以及具備促進跨文化工作團隊的順利建立、發展與運作的能力等等。 六、透視或體會社會結構同質性職能群組 主要職能包括具備在外派任務中能傳承公司文化和習性並且運用；具有在外派任務中能導入公司的價值觀之認知；具有本地、外地員工間的文化融合的人文特質；及具備尊重當地文化、不本位主義的態度。 七、跨國任務的執行力職能群組 主要職能包括對工作高度的責任感；面面俱到執行任務之實現能力；及具備執行工作的的熱誠、熱情、活力等等。 最後透過迴歸分析的檢驗，驗證出本評鑑量表對外派大陸地區主管人員的工作績效具有顯著性的影響，當中以自我導向職能群組、海外生活的適應性職能群組、透視或體會社會結構同質性職能群組、跨國任務的執行力職能群組的影響最顯著。 / The purpose of this study is to research on the current of Taiwan industry relocation, and the Mainland China is waving with the limitless business opportunity and inducement of the labor cost of the reduction on the other shore, how the effective creation largest profit and competitiveness are exactly common issues deeply concerned of Taiwan corporations of investing in the Mainland China, and enterprise's largest assets come from outstanding talented human resources. The win-win situation could only be created rightly by proper arrangement. Therefore, this research hopes by building and constructing the objective index tool –Expatriate managerial competencies assessment scale, is used to find out the appropriate executive who sends the continent area to oversea operation effectively in auxiliary enterprises. This research is reviewed and put in order through documents first, the model is in charge of depth interview, build and construct preliminary 146 questions of form of the China regional managerial competencies and have confirmed after and then analyzing through content validity . Among them, 103 questions are regarded as the formal questions by the level of importance that formats final questionnaire. Sending 427 questionnaires altogether in this research, there is 221 retrieved the effective questionnaire; the effective rate of recovery of questionnaire is 51.8. After the questionnaire is retrieved, I carry on the factor analysis that has 31 questions to construct the surface altogether to screen seven domains .While Cronbach α between 0.74 to 0.82 in internal consistency, a value of seven domains of managerial competencies, possess the internal consistency of the height. Seven domains of the result of study are divided and stated as follow: First, ability of dealing with the cross-cultural affairs competencies：Possess and preventing the ability that the question happens; Possess the ability to pinpoint the problems rapidly; Possess the understanding, analysis, ability to solve to the affairs, problem; Deal with the crisis, fast, ruthless, accurate adaptability to changes and action strength; There is planning which substitutes the scheme that is prepared; And the prudent negotiation with cross-cultural labor and capital, group's dispute and so on. Second, adjustment of overseas life competencies：Possess the steadfast and persevering strength to the setback. Possess and tolerate the indeterminate ability and specialty. Can self- mood control, develop of IQ manage; Possess it to cultural-toughness, cross-cultural adjustment （life, environment, adaptive capacity at work）; Specialties, such as and pressure management, resisting the pressing well by itself and so on. Third, self-oriented competencies：Possess modestly, to requiring oneself that improves the place of any disappearance continuously, specialty that is surmounting oneself constantly; Do the activity that likes regularly, help to release the pressure which cause by new entity and cultural environment; Ability to find the substitute to take place the original hobby or activity; There can be self-confidence of filling one and self- approval; Oneself substantiates, grows up and studies new knowledge, so that characteristic of innovation ,etc. constantly. Fourth, ability of decision making when facing local environments of various fields competencies：The ability with independent decision making; Possess the enterprise planning in real time, plan ability; Possess and face more with clear logic, systematic thinking; Possess the correct judgment ability to the affairs rapidly; And have it to acumen degree of the figure, the political, economic environment influences etc. the market in order to meet an emergency. Fifth, ability of the cross-cultural team builder and development cluster competencies：The ability with cross-cultural team unity; have centripetal force, cohesiveness, work values of creating the cross-cultural team; And possess and promote smooth setting-up, development and ability of operation which step the cross-cultural work team and so on. Sixth, the similarity of structure of societies competencies：Possess and can pass on company's culture and habits and acquired characteristics and use in sending the task to some other department; Have cognition that can be channeled into the values of the company in sending the task to some other department; Have humane specialty that culture among here, none-local staff merges; Respect local culture, attitude of selfish depart mentalism to possess. Seventh, execution of the transnational task competencies：The sense of duty to the working height; Realization ability to attend to each and every aspect of a matter and execute the task; and the cordiality, enthusiasm, vigor of the one that possess execution assignments and so on. Finally, through regression analysis, it proves that there is a great connection between the assessment scale and the performance mana- gement personnel who is sent to Mainland China. The competencies that with higher influences are self-directed competencies, adjustment of overseas life competencies, the similarity of structure of societies com- petencies, execution of the transnational task competencies.

第一章：「緒論」： 說明論文的研究目的、研究方法、研究架構。 第二章：「民主政治的理想主義與實際」： 先揩評古典民主思想，後經驗性民主理論為基礎，配合國家主權的概念，說論現代民 主政治不過是政府統治權與人民控制權的互動。 第三章：「當代民主效治中政府治權與人民控制權的互動」： 分析當代民主政治的運作；以政府職能的擴增、專家統台、統治權集中化為政府統治 權運作的特徵；以憲政制度、選舉權擴大、普通法律的創制複決權與罷免權的式微、 輿論、壓力團體、政黨的發達、有利人民控制的垃會條件的存在為人民控制權運作的 特徵或方式；末以平常時期政府統治權與人民控制權的平衡互動與非常時期的調適做 結。 第四章：「中山先生的權能區分思想」： 說明權能區分思想提出的時代背景，並依次論列權能的概念區分、權能平衡的政治運 作理想、權能平衡的制的制度設計。 第五章：「權能區分思想的評估」： 經驗性民主理論與當代民主政治的實際運作，概符合權能區分思想中的原則；唯若干 問題值得討論。

戰後的高度經濟成長讓日本頓時成為世界各國注目的焦點，美國企管學者與國際性研究團體機構相繼指出日本企業有長期雇用習慣的特色，且此習慣於戰後形成且在高度經濟成長時期扮演著極重要的角色。但一九九０年代日本泡沫經濟結束後，日本陷入前所未有的、長達十年的低成長期，過去備受讚揚的日本式管理如今成為日本企業競爭時的包袱，企業界、學界紛紛指出，日本企業在不景氣之下必須要有新的作法，首當其衝的就是日本式雇用制度。因此，本研究旨在探討日本企業於泡沫經濟結束之後，因應內外環境之改變，其在人力資源管理上的革新做法。 本研究採文獻探討法，再輔以實地訪談。本研究共分六章，除緒論、結論之外，本論部分共有四章；第二章先探討人力資源管理的理論基礎，再整理出日本式管理的特色，及日本企業人事制度成立的歷史與經緯。第三章強調經營的內外環境變化會影響人力資源管理的做法與走向，指出日本企業於經濟泡沫結束之後所面臨之人力資源管理上的課題。第四章探討日本企業引進歐美企業之成果主義的做法與其配套措施。第五章探討日本企業為建構一高效率及富彈性化的組織，其在人力資源管理上的動態分析。 綜合本研究發現，日本此波人力資源管理上的革新做法與運作有以下幾項特色： 1.和洋折衷：日本雖導入美式人事制度，就是改以職務為基礎，以成果表現敘薪，但此成果是一包括性的成果，並非歐美企業中的結果，成為獨樹一格的「日本式成果主義」。 2.追求適才適所的互動面試方式：日本式管理下，日本企業中由人事部門來決定錄取者將來所屬部門；但此波革新中，日本企業為求實現適才適所，將人事權下放至各部門的主管，改由部門主管決定最後的錄取者。 3.員工自我導向的激勵、培育：日本企業仍相當重視公司內部的訓練，但員工個人也將承擔起愈來愈多的責任，員工成為企業人力資源管理工作的主體，企業只是輔助的角色。 4.重視「選擇與集中」的人才組合：封閉式的終身雇用制使日本企業內部勞動市場的供需無法彈性的因應環境變化，日本企業設法透過人力資源結構的調整，以降低成本、追求更有效率的營運績效。 5.價值創造導向的人力資源發展活動：人力資源管理部門的層次提升，成為企業創造價值、贏得競爭優勢的一個重要部門。 / Japanese management system is famous for his lifetime employment and seniority system after World War II. But when “Bubble Economy” in Japan in the 1990s came to an end, Japan’s economy faced its slowest growth that had never happened before in the next decade. The academic community indicates that it is the lifetime employment that leads to the loss of competitiveness in Japanese corporations; therefore, Japanese corporations need to start transforming their company structures, especially the Human Resources Management. In this thesis, the main discussions were about what innovative ideas Japanese corporations took on when faced with inside and outside environmental changes. The thesis is divided into six chapters. The second chapter discusses the theory of HRM, the features of Japanese personnel management, as well as the history of Japanese personnel management. The third chapter analyzes how the changes of the environment affect Japanese HRM. In the fourth chapter, we discuss what strategies Japanese corporations adopt to introduce “Pay for Performance” into their business. At last, the fifth chapter analyzes what Japanese corporations need to adjust in their HRM in order to become more efficient and more flexible. From the thesis and research, there are four findings as below： 1.Compromise between Japanese and Western styles：Even though Japanese corporations brought the “Pay for Performance” into practice, the Performance here is somewhat different from what it means in Western corporations. Unlike Western companies, Japanese corporations take your effort into account too, instead of judging directly from the business figures you reach every month. This is the so called “Japanese Pay for Performance”. 2.Interactive interview of pursuing the right man in right place: Under the Japanese management, the department of human resources is responsible for deciding which attachment is suitable for the admitted persons. However, in this innovation trend, in order to realize the right man in right place strategy, Japanese corporation decides to release the power to the directors of each department and let the directors be the last judge of the final admitted person. 3.Employee Oriented, Manager Supported：On Job Training is still valued in Japanese corporations; however, employees are taking more and more responsibilities themselves. Japanese corporations are changing to a supporting role. 4.The strategy of “The choice and the centralism” on Human Resource Portfolio：To cut the cost and be more efficient, Japanese corporations need to adjust the proportion of their workforce accordingly. This means there’s more flexibility to terminate employees’ contracts or to hire contract workers when needed. 5.Value-creation oriented HRD：Once the department of human resources is improved, it will help bring more customers for the business and then increase the competitiveness for the company.

中國大陸於一九八七年十月「十三大」由趙紫陽首次提出以「轉變政府職能」為原則的機構改革新思路，並分別於一九八八年、一九九三年及一九九八年進行以「職能轉變」為主的機構改革，然而在一九九三年前後機構改革過程中，政府企業管理部門進行「職能轉變」實踐「政全分開」政策時卻出現政策扭曲的「翻牌公司」現象。由於極權／意識型態研究模式強調由上往下的領導運作，較無法完全解釋此一現象，本研究乃嘗試以理性選擇研究途徑來分析及解釋，期望能使得既定事實的呈現更加完整，並使理論風貌更加多元。 本研究共分為五章，第一章緒論旨在說明本研究動機與目的、研究方法與限制、研究範圍與架構作一完整說明，並檢閱有關中共機構改革之研究文獻及說明其研究成果與限制。第二章理性選擇研究途徑的探討旨在說明理性選擇途徑的基本內涵與思辯、與極權／意識型態研究途徑之比較及為何運用理性選擇途徑來分析「翻牌公司」現象。第三章中共國務院機構改革的背景旨在說明國務院機構改革的法律基礎、機構改革的概念與特點。第四章機構改革過程中的「翻牌公司」現象旨在應用理性選擇理論中有關個人自利、效用極大化及期望值利益團體的概念，來說明自一九九三年以後大量出現之「翻牌公司」現象的各個分析單佳，並說明「翻牌公司」現象中各分析單住約互動過程。第五章結論部分則說研究發現加以說明，並提出後續研究之建議及前瞻未來展望。 經由本研究整理論述，由理性選擇研究途徑所建構出來的架構，似乎可以更真實地解釋一九九三年前後機構改革過程中所出現的「翻牌公司」現象，及各分析單位的效用偏好與行動策略，跳脫既定的解釋模式並得出更真切的觀察，對於長期以來多以極權／意識型態模式解釋及研究中國大陸的方法提供了另一個分析架構。「翻牌公司」的現象顯然與機構改革方案、政府職能轉變、實現政企分開、減少政府對企業的干預等構想相違背，根本不符合市場經濟體制所要求的企業角色定位，也根本扭曲了中國大陸機構改革的初衷。解決「翻牌公司」的根本途徑，除機構改革外，還有賴整個經濟體制的配套改革、建立完備的產權制度，形成公平合理的收入分配機制、競爭性市場機制和體制，以及完備民主與法制，才能有效地結束利益主體的行為。 關鍵字：國務院、機構改革、職能轉變、政企分開、翻牌公司、理性選擇研究途徑、極權／意識型態研究途徑

近年來，策略性人力資源管理被企業視為一項核心競爭優勢，透過人力資源規劃與組織運作結合，以達到企業經營的目的。因此，著重在管理職能對高組織績效影響效果之策略性人力資源探討愈來愈多，而在管理職能之實證研究，也多著重在管理群組對個人工作績效或部門績效之影響，其結果也證明管理職能之良窳確實會對個人或組織績效產生影響，可說明管理職能在企業營運中的重要性。然而，相較於結果面之研究，管理職能之前因面研究卻明顯地不足，少有研究將組織內外之管理措施或活動與管理職能的因果關係作進一步探討，特別是關於影響研發主管管理職能之前置因素探討。因此，本研究將聚焦於影響研發主管管理職能之前置因素，並探討影響管理職能之組織活動與管理措施為何，為企業培育研發主管時，提供具體且有效之建議。 本研究主張企業中的研發主管，因實際參與公司內的管理措施與組織運作，將能強化自身的管理職能。然而，有鑑於過去研究較少針對研發主管職能發展出符合理論與實務看法之分類與內涵，本研究在探究組織活動與研發主管職能之關係前，先行對研發主管職能進行文獻探究，並藉由業界主管深度訪談與專家效度問卷等多重方式歸納出重要之職能群組。本研究將研發主管職能分為三個職能群組與七個職能，分別為專業知能(包括產品發展能力與領導培育能力)、跨界知識轉換職能(包括搭橋溝通能力與知識管理能力)以及資源整合創新職能(包括資源協調能力、策略規劃能力與創新促進能力)。 同時，本研究認為內部與外部組織活動會對不同的研發主管職能產生影響。內部組織活動可分為專業能力的訓練、員工授權、團隊經營與工作指派；外部組織活動則著重於顧客經營活動。與過去研究不同的是，本研究認為除組織內部相關之措施外，研發主管亦應該要對外經營顧客關係，因為透過顧客關係之建立與維持，將能不間斷地接收顧客資訊，以為產品創新之來源，並提高主管個人之管理職能。 本研究以中高階研發主管為研究對象，而為避免相同方法偏誤之發生，由研發主管自評參與組織活動之程度，並由其直屬上司評量該研發主管之管理職能表現。本研究以問卷調查方式進行資料蒐集，共搜集14家公司、119位研發主管與26位直屬上司之資料，並以階層式迴歸分析資料。研究結果如下： (一) 訓練與專業知能為正向關係。 (二) 專業能力訓練與跨界知識轉換職能為正向關係。 (三) 專業能力訓練與整合資源創新能力為正向關係。 (四) 授權程度與專業知能為正向關係。 (五) 授權程度與跨界知識轉換職能為正向關係。 　　本研究另以個別職能為依變項進行分析，研究結果發現顧客經營活動與知識管理能力、創新促進能力呈正向關係。 　　而就上述之研究發現，本研究建議管理者應建立完整且具系統性之管理職能發展計畫，以做為培育現職工程師為日後之研發主管，並應將專業能力訓練、授權與顧客經營活動納入此培育系統中，以確保研發主管具備專業知能、跨界知識轉換職能以及資源整合創新職能等「技術」與「管理」的職能，以因應環境之變化與競爭，為企業永續經營奠定良好的基礎。 / In recent years, strategic human resource management (SHRM) has been regarded as core competitive advantage for frims to respond to uncertain environments. Because human capital can bring innovation into organizations, it is important to select, train, allocate and retain the human resources. Among these human catpial, competency is the essential component representing the knowledge, skills, and abilities. This study focuses on R&D competency, particularly R&D managerial competency. Moreoever, this study investigates the effects of organizational activities on R&D managerial competency to understand the complex relationships among organizational activities and RD managerial competency. This study suggests that R&D managers will be able to substantially enhance their managerial competency by progressively participating in organizational activities. However, fewer research pay attention on the typology and contents of R&D managerial competency, this study explores this construct before investigating its anticidents. The author reviewed R&D managerial competency literature, interviewed seneior R&D managers and analyzed expert opinion questionnaires to categorize R&D managerial competencies into three competency clusters and seven competencies: 1. Competency cluster of professional knowledge and skill  Product developemtn competency  Leadership competency 2. Competency cluster of integrative capacities  Bridging communication competency  Knowledge management competency 3. Competency cluster of optimizing resource and facilitating innovation  Leveraging resources competency  Strategy planning competency  Innovation stimulation competency Meanwhile, this study also claims that involvement in both internal and external organizational activities will have substantial effects on R&D managerial competency. Internal activities herein refer to professional training, empowerment, team management, and job assignment; whereas, external activities emphasize on fostering royal customer relationships. In contrast to pre-existing academic researches, this study suggests that, in addition to internal activities, R&D managers should progressively develop customer relations. The reason is that by understanding customer’s needs and absorbing most innovative ideas would no doubt be the origins of technology innovations. This study focuses on top and middle level R&D managers. In order to avoid common method variances, this study is to match and analyze data collected from 119 R&D managers and their supervisors (26 senior managers in total) of 14 companies in Taiwan electronic industry. Results showed that: 1. Professional training was significantly and positively related to to competency cluster of professional knowledge and skill. 2. Professional training was significantly and positively related to the competency cluster of integrative capacities. 3. Professional training was significantly and positively related to the competency cluster of optimizing resource and facilitating innovation. 4. Empowerment was significantly and positively related to competency cluster of professional knowledge and skill. 5. Empowerment was significantly and positively related to the competency cluster of integrative capacities. In addition, this study analyzes the sub-competency of the competency clusters, and found that customer management is positively related to knowledge management competency and facilitating innovation competency. In sum, this study suggests that organizations should set up an integrated and systematic program for potential engineers who might be competent R&D managers in the future. Furthermore, the findings of this study implies that this program should include professional trainings, empowerment, and customer-relationship management, and to ensure that R&D managers possesses “skill” and “managerial” competencies to make themselves the cornerstones for ever-competitive enterprises and to prepare themselves to be responsive to the constantly evolving environment.

MICE產業在全球有其發展的重要性，全球許多知名城市也陸續完成大型會議及晚宴場地的建制，然而再多再好的硬體配備，終究必需透過產業人員的提案及執行作業。台灣及亞太地區各國家，無論會獎旅遊或會展在經濟貿易及觀光發展中，皆佔據極其重要的角色。 人才在此產業發展中不容輕忽，個人嘗試著將二十多年的會獎旅遊實務以及召募管理經驗，加上訪問國內傑出的產業領導者，藉由冰山理論以量化問卷調查及質性深度訪談，進行分析比對，整理一份極具參考價值的人才需求資料。 如何有效召募所需的職能人員，是本個案研究的目的，會獎產業人員傾向具備多元職能，除了成長過程的學習，在職養成訓練也冗長耗時，本研究相關比對的數據，可以提供有效的參考資料，讓產業在發展中不可獲缺的人才，可以更精準的召募與養成。

全球經濟環境變遷與區域性經濟聯盟的影響下，台灣由過去自產外銷產品的模式，轉而將生產線移往區位條件較佳的國家，以因應複雜多變的產業環境。我國出口貿易持續呈現以科技產業的相關產出佔出口主要部份;科技產業乃為高資本且變化快速的產業，對於企業財務穩健運作及健全管理機制受到高階管理者重視。為達到企業營運績效，培養優秀具遠見之財務人員為現代科技產業集團新生目標，卓越之財務長更是企業永續成長的關鍵因素。 依據本研究結果發現，現今財務人員所應具備專業技能除傳統財務與會計技能;在實務上，軟性技能與個人特質更影響個人與組織績效表現差異。廣泛市場與文化知識、策略規劃與組織能力、良善的溝通協調能力和團隊合作、談判技巧、對於緊急情況的應變能力均成為企業任用選派財務人員基準。而在養成、訓練機制上，國內企業人事管理單位提供財務訓練制度所能帶來成效抱持保守態度。原因大致來自於無法快速適時修正訓練項目服膺金融環境，以及擔心佔用工作時間及主觀性印象促成。相較於中小型企業，大型企業集團擁有完整的企業大學與訓練體制;但與國外相同產業企業比較，明顯對於高階財務人員無相關養成機制，企業高階主管更不涉及內部專業人員訓練課程，使得實際訓練成效停滯於某一管理層級。專任財務長只仰賴由其他企業挖角產生，而非由內部培養而成，遠不及國外企業系統化的財務人員養成結構。 綜觀我國科技產業財務人員訓練機制，雖尚不及外國企業相關規範;但可窺見其逐漸建立相關體制。專業財務人員技能論之，其策略參與、維繫投資人關係、募資籌資方式優劣分析等嶄新技術專業，和結合軟性技能、個人特質的多元多樣能力，使得科技產業財務人員脫離舊有財會人員範疇，以整合型財務專業人員目標邁進。我國科技產業對於財務人員訓練，應適當修正相關機制因應市場環境，建立完整一連串的財務人員養成機制，取得企業專有高階專業的財務人員，為企業在多變競爭環境中注入成功因素。 / Impact of the global economic and environmental trends and under the regional economic union's influence, Taiwan’s economic model from produced for sale abroad product in the past, has transferred and moved the production line toward the better position condition countries, in accordance to complicated and diversified industrial environment. Our country export trade continues to present delivers by tech industry related occupies the export main part; the tech industry is the more capital and fast changing industry, and it receives the higher order superintendent regarding the business finance steady operation and the perfect management mechanism. In order to achieve the enterprise business targets, training of outstanding, foresight for the financial professionals is the modern tech industry groups’ newborn goal, remarkable financial officer is the key aspect that the enterprise continues forever to grow. Discovered based on this study that nowadays the professional skills required for financial professionals, without the traditional finance and accountant the skill, in the practice, the soft skill and individual special characteristic will make the difference performance for individual and the organization achievements. The widespread market and the cultural knowledge, the strategy plan and the organizing faculty, good communication coordinated ability and the team cooperation, the negotiations skill, becomes the enterprise regarding emergency case's strain capacity to assign details the financial professional’s datum. But in the fosters, education and training mechanism, the domestic enterprise human resource management department provides the financial training system is hard to be able to bring the good result. The reason comes from approximately in is unable at the right moment to revise the training project fast to obey the financial environment, as well as worried that takes the operating time and the subjective impression facilitates. Compares to the small and medium-sized enterprise, the large enterprise group with has the complete enterprise university and the training system, however, compares with the overseas same industrial enterprise, not is obviously related regarding the higher order financial professionals fosters mechanism, the enterprise higher management staff does not involve the internal specialists training program, causes the practical training result to stagnate at a management level only. Specially appointed financial director, normally admires by take from other enterprises through offering them a higher pay package, but not from the internal raise, the far inferior to overseas enterprise systematization's financial professionals foster system. Finally, Taiwan’s tech industry financial professionals foster mechanism, although was not good as oversea enterprises related standard, but may sneak a peek at it to establish the related system gradually. For the specialized financial professional skills, its strategy participation, maintains the relationship with investors, to solicit the capital fund raising way fit and unfit quality analysis and so on brand-new technical specialty, and combined with soft skill, individual special characteristic's multi-dimensional diverse ability, causes the tech industry financial professionals to be separated from the old finance and accounting personnel category, makes great strides forward by the conformity finance specialists goal. Our country tech industry fosters regarding the financial professional, still should revise the related mechanism suitably in accordance to the market environment, establishes the complete a succession of financial professional foster mechanism to obtains the enterprise appropriation higher order specialized financial professionals, add the successful factor for the enterprise in the changeable environment of competition.

本研究欲透過對國內中高階公關主管的深度訪談，探討初階公關人員最重要的人格特質和公關職能，企業對公關人才之選才模式，以及選才模式對公關人員實際聘用之成效。研究對象為8位公關顧問公司主管，以及4位一般企業之公關部門主管；受訪公司涵蓋知名公關集團、中小型公關公司，以及國內外上市櫃之企業。 本研究發現，主動積極與工作熱忱是初階公關人員最受重視的人格特質；而對初階公關人員幫助最大的職能為溝通能力，其次為撰寫能力，此亦呼應其工作內容需要常和媒體、客戶、第三單位進行溝通，並需撰寫大量之新聞相關文件。對於哪些人格特質可以透過工作中培養，受訪者較無共識，許多受訪者皆認為主動積極及工作熱忱都與個性有關，難以培養；而溝通能力與企劃能力等職能是受訪者認為最能從工作中培養的，但實際狀況仍視個人資質與學習態度而定。 對於初階公關人員之選才模式，大多以筆試及面試為主，筆試通常包含中英文翻譯，以及企劃書與新聞稿模擬寫作；在面試時，多數公關主管都會詢問其過去經歷，以及面對挫折的反應，藉此了解其溝通能力，以及是否具備公關職能和抗壓性。 另外，溝通能力是在受訪者公司目前選才模式下，認為新進初階公關人員較缺乏之職能，其次為企劃能力與管理能力。初階公關人員離職比例約為45%，平均任職約1.47年會異動，主要離職原因是想嘗試不同領域工作，以及壓力大或工作太多。多數受訪者都認為其公司之選才流程有需要改進的空間，並建議公關業界可採取集體面試、優先考慮大傳系畢業生、分層面試、推薦人才、實習制度…等方法。 本研究提出的建議為，1.充分告知工作內容與可能面臨之加班狀況，作為新人是否願意接受工作挑戰之考量；2.透過更詳實的評估，找出具有主動積極與工作熱忱的公關新人；3.利用情境模擬的提問，評估應徵者的溝通能力；4.發展實習制度，培養有潛質的公關人才；5. 設置專職的人力資源單位，並加強主管面試技巧的訓練。 / The present study involved a series of in-depth interviews of mid- and high-ranking public relations (PR) supervisors to identify the key personality traits and PR competencies of junior PR personnel, the recruitment models enterprises utilize to employ PR staff, and the effectiveness of these recruitment models in resulting in permanent productive employment. The participants in the study comprised eight supervisors serving at PR consultancy firms and four supervisors of PR departments in various enterprises. Interviewed companies included well-known PR groups, small and medium PR agencies, and listed domestic and international companies. The findings of the study indicated that “initiative” and “enthusiasm” were the personality traits of junior PR personnel that the interviewees most favored during the recruitment process. The study also found that the PR competency of junior PR personnel that the interviewees regarded as the most beneficial was “communication ability,” followed by “writing skill.” Both of these competencies are heavily employed in PR tasks, where personnel are often required to communicate with the media, clients, or third parties, and draft large numbers of news-related documents. However, the interviewees expressed diverse opinions regarding which personality traits can be developed in the workplace. Several of them argued that because traits such as “initiative” and “enthusiasm” are personality-related, they are difficult to cultivate. By contrast, a majority of the interviewees considered “communication ability” and “planning ability” as the PR competencies that personnel could most easily improve in the workplace, noting nevertheless that the magnitude of development typically depends on an individual’s intelligence, motivation, and attitude for learning. Regarding recruitment models used to bring in junior PR personnel, the study found that a majority of the enterprises employ written tests and interviews. Typically, the written tests seek to assess the candidate’s skill in Chinese/English translation, proposal, and press release writing. During interviews, interviewers typically endeavor to determine a candidate’s communication ability, whether they possess experience in PR competencies, and their degree of resistance to pressure. The study showed that interviewers try to achieve this by asking candidates to provide their past experiences and by observing their response to failure. In addition, the participating companies, when they used their current recruitment models, considered “communication ability” to be the competency most lacking in newly-employed junior PR personnel, followed by “planning ability” and “management ability.” The resignation ratio for junior PR personnel was approximately 45%, with personnel changes occurring after an average of 1.47 years of employment. The primary reason for resignation was “trying different areas of work,” followed by “too much pressure,” or “too much work.” A majority of participants conceded that the current recruitment procedures employed by their companies needed to be improved. To effect improvements, they suggested that the PR industry could attempt collective interviews, emphasize recruiting graduates with mass communication degrees, employ cross functional team interviews, consider recommendations, and adopt internship systems. The study proposed the following: (1) Provide candidates with sufficient information about work content and potential overtime conditions, so that they can use this as a reference when determining whether they are able to accept the work challenges; (2) Identify active and enthusiastic candidates through comprehensive and detailed analyses; (3) Evaluate candidates’ communication ability by asking questions involving situational simulations; (4) Develop internship systems to cultivate potential PR talent; and (5) Establish a dedicated human resources unit and offer training to supervisors to strengthen their interview skills.

因應傳播科技發展與市場化競爭，台灣電視新聞記者愈來愈常見利用MSN「會稿」與新聞畫面的「合帶」，進行緊密的集體合作行為。電視新聞記者透過集體「會稿」，不漏新聞又能掌握各台動向，因此受到新聞室組織的默許，甚而影響各台的新聞取向與編輯策略。而原只存在於駐地記者的「合帶」行為，也逐漸向上擴展到地方新聞中心，甚至台北總部，使得記者對集體合作的依存度更高。 電視台記者的跨台集體合作行為，導致台灣電視新聞出現特殊的「合工效應」，新聞內容更趨「同質化」與「濫獨家」現象充斥。電視記者蒐集新聞資訊方式從過去佈線經營人脈，轉變為倚賴同業關係而獲得，但二手資訊卻常使得新聞的錯誤率增加。 本研究透過訪談20位資深電視新聞記者，勾勒出「會稿」與「合帶」集體合作行為的三層次形貌，剖析不同層次集體合作的運作方式與目的，並探討集體合作對於新聞產製流程、電視記者職能與專業態度的影響，同時對電視新聞媒體現況提出省思。 / The development of communication technology and growing competition have led TV reporters in Taiwan to rely on underground inter-station and interpersonal cooperation, which consists mainly of information exchange on MSN and news video sharing. Despite the potential violation of work ethics, such cooperation eliminates the possibility of missing out on any news story, and hence is given silent permission from the news room. Such news gathering, however, has to a certain extent changed the selection and editing strategies in TV stations. News video sharing, a method originally used only among local correspondents, has spread to regional news centers, and sometime even the headquarters in Taipei. These in turn reinforce reporters’ reliance on interpersonal cooperation. Such interpersonal cooperation of TV reporters in Taiwan has also resulted in a homogeneous news industry full of meaningless “exclusive” news stories. While reporters used to gather news from independent sources, they have now turned to share information with other TV stations. Despite the convenience, such second-hand facts are of more potential errors. The researcher of this paper has interviewed twenty senior TV reporters and depicted a tri-tier cooperative system—from local correspondents, regional news centers, to headquarters. This study looks into the means and purposes of this cooperation model on all the three levels and probes into its possible effects on the news reporting process, TV reporters’ competencies, and professional attitudes.