Submitted in accordance with the requirements for the degree of Master of Arts in Communication Science at the University of Zululand, South Africa, 2009. / According to Grobler, et al (2005:315) organisational learning is a characteristic of an adaptive organisation, i.e. an organisation that is able to sense changes in signals from its environment (both internal and external). One of Ticor South Africa's1 (TSA) corporate values is to be a learning organisation. This implies that the organisation actively creates, captures, transfers and mobilises knowledge which enables it to adapt to a changing environment TSA utilise an interactive learning strategy. This strategy enabled positional competence which ensures that individuals are empowered to carry out their jobs. The learning strategy implemented utilises strategic human resources in development and learning management Its foundation and supports a philosophy of organisational culture. This study focuses on the field of organisational communication mat includes management The study describes the psychology, attitudes, experiences, beliefs and values (personal and cultural values) of an organisation. The Wikipedia . website (2009:http/en.wikipedia.org/wi3d/ Organisational culture#cite-note-hill iones-Q#cite_note-hill iones-0) states that it deals with a specific collection of values and norms that are shared by people and groups in an organisation. It controls the way they interact with each other and with stakeholders outside the organisation. In any new dynamic organisation the diverse background of a new workforce and their cultural differences creates a purist culture. This also adds to the implementation of the organisation's vision. Diverse cultures traditionally impact on the implementation of the learning strategy, this hamper cultural competence. The first part of this study examines the establishment of a new heavy minerals mine in a quasi rural area; this is then followed by a short study of what is viewed as best practices in terms of organisational development Subsequent chapters deal with the construction and implementation of an integrative learning strategy which not only addresses strategic human resources development but also on site learning management. The penultimate chapter's looks at two culture surveys which the author designed and conducted in 2004/5, as well as a safety climate culture survey 2005 and an organisational culture analysis 2006. This was conducted in conjunction with an on-site consultant The findings of said surveys provided a pattern which substantiated the conclusion and recommendations obtained from the quantitative research methodology used.

本研究旨在探討台北關稅局人員核心能力與人力資源發展之研究，運用問卷調查及深入訪談方式兩種方式，研究發現如下： 一、量化問卷方面 透過問卷調查的方式針對台北關稅局人員進行問卷調查，共發出500份問卷，回收419份，扣除廢卷及填答不完整者17份，有效問卷為402份。並運用次數分配、t 檢定、單因子變異數分析、Pearson相關分析及迴歸分析等方法進行統計分析。 1.不同官等、服務年資在核心能力、基層、中階、高階上達顯著差異。不同年齡在核心能力在中階、高階上達顯著差異。不同教育程度在核心能力、基層、中階、高階上達顯著差異。 2. 不同官等在人力資源發展、教育與發展上達顯著差異。不同服務年資在人力資源發展上達顯著差異。不同年齡在人力資源發展及訓練上達顯著差異、不同教育程度在教育與發展上達顯著差異。 3. 人力資源發展各面向與核心能力各面向間有關聯性。 4. 教育與發展與基層、中階、高階之間有顯著的預測力。 二、深入訪談方面： 1. 關員最需具備核心能力以「業務知能」、「溝通協調能力」、「法規知能」居前三位，可見這三種能力對關員而是最需要具備的核心能力。 2. 關員對訓練方式強化的看法：對於安排訓練課程及時間言，關員有 著多元化的認知端視訓練者針對工作業務性質的不同及受訓者的需 求作靈活運用。 3.關務人員在人力資源發展對教育進修看法：多數受訪者對於教育進修持正面的看法。 4. 關務人員在人力資源發展中個人生涯發展之看法：大多數受訪者認為透過工作輪調來歷練關員，幫助關員生涯發展。 5.新進人員培訓課程的加強及建議：對於新進人員培訓方面，應加強何種訓練課程以提昇核心能力，主張加強「專業知能」居多數。 最後根據研究發現，分別就機關政策面、機關人力資源發展、海關核心能力強化上三方面提出建議，提供其他機關參考。 / This thesis examines the Core Competency and Human Resources Development of Taipei Customs Officers by using questionnaires and interviews. The research findings are summarized as follows: Ⅰ.Quantitative Questionnaires Results Out of 500 questionnaires handed out, 419 were returned, of which 17 were invalid or partially answered, resulting in a total of 402 effective surveys. We used frequency distribution, t tests, one-way ANOVA, Pearson correlation analysis, and regressive analysis to conduct statistical analysis. 1.Customs Officers of different job levels and seniorities displayed significant differences in Core Competency at basic level, middle level and high level. The factor of age also demonstrated significant differences in Core Competency at middle level and high level. The education levels also displayed significant differences in Core Competency at basic level, middle level and high level. 2.Customs Officers of different job levels displayed significant differences in Human Resources Development and Education aspects. Different seniorities show significant differences in Human Resources Development. Different age groups demonstrate significant differences in Human Resources Development and Training. Different education levels reveal significant differences in Education and Development. 3.All aspects of Human Resources Development have direct correlation with the aspects of Core Competency. 4.There is a significant predictability between education & development and career levels (basic, middle, and high). II. Interviews 1.Through the interviews, we concluded that the top three qualities of Core competency are business competency, communication competency, and regulation competency. These are apparently the most valuable elements of Core competency in a custom officer. 2.On intensive training: regarding the training schedule and content areas, most officers have understandings and flexibilities of diversification according to the needs of the trainees and their areas of expertise. 3.On Human Resources Development and Education: Most custom officers hold positive attitude towards continuing education of officers as means of human resource development. 4.On career development: most officers agree that regular job rotations are beneficial to the career development of custom officers. 5.On new officer orientation enhancement and recommendation: regarding the training of new officers, the majorities agree that the most important training is to improve business expertise Core competency. Based on the above findings, the author concluded by making recommendations for Taipei Customs based on administrative policies, human resources development, and the improvement of Core competency and thus provides references for other government agencies.

In the era of low-margin products, Taiwan¡¦s electronics manufacturing service (EMS) providers, who produce communication, computers, and consumer electronics products, have become the most important partners to the most prominent international brand retailers. This is due to their premium cost advantages and superior efficiency in supply chain management through their global expansion and resourcing strategies. EMS providers¡¦ strong connections with component suppliers are another key factor contributing to their success. Following the EMS manufacturers¡¦ global expansion and resourcing strategies, the component suppliers have to set up factories in China, South East Asia, East Europe and Latin America. As these component suppliers are usually small- and medium-sized enterprises or are start-up businesses, their resources are not as abundant as the EMS manufacturers. As a result, it is more difficult and requires extra care when attempting to become globalized. As well, they normally have to learn as they proceed and this pertains to human capital, financial resources and the competency to operate globally This research is concern with human resources management. In other words, ¡§based on EMS manufacturers¡¦ global disposition strategy, how do the component suppliers develop their human resources to set up the factories globally.¡¨ This research defines human resources management as employment and development. This study utilizes the human resources development practices of the EMS manufacturers as the benchmark for component suppliers. As a result, two EMS manufacturers and one component supplier are chosen as objects of study. This shall help to generalize the principle practices used in human resources development of the EMS manufacturers and hopefully implications for component suppliers can be derived. The research is based on a case study. Three conclusions are generated from data collection and analyses: 1.With a prominent trend towards globalization, the human resources department of the EMS manufacturers has transformed its role from a conventional unit in charge of daily routine activities such as recruitment, training and promotion to a value-added one. 2.According to the human resources management philosophies adopted by different EMS manufacturers, the human resources acquisition strategy can be categorized into two types. The first type is a group with a higher commitment in human resources while the other does not have as much. The former group which has a higher commitment concentrates on internal training. This group prefers to train staffs by themselves and uses both physical and virtual training platforms. The latter group which has a lower commitment acquires staffs from the labor market directly and target in using the physical training platform. 3.In addition to evaluating the employees¡¦ capability, personality curves can also be developed during the recruiting process. Human resource development solely by physical platform is insufficient and it is essential to incorporate the electronic platform to enhance its effectiveness.

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<p>In the past, Human Research Development (HRD) professionals have faced barriers of gaining access to the data they need to conduct higher level evaluations. However, recent technological innovations have presented opportunities for them to obtain this data, and consequently, apply new approaches for the training evaluation process. One approach being used is the application of data analytics. Because organizations have begun to embrace its use, recent research activities in the literature have focused on the promotion of analytics versus the practical application of analytics in the organization.<b> </b>This study investigated how HRD professionals utilize data analytics in the training evaluation process. It contributes to the body of research on the practical application of analytics in determining training effectiveness. The Unified Theory of Acceptance and Use of Technology (UTAUT) and Sociomateriality served as the theoretical framework for understanding how HRD professionals use data analytics in the training evaluation process. To address the research objective, a qualitative descriptive design was employed to investigate the phenomenon of lived experience, how HRD professionals use data analytics in the training evaluation process. Data were collected through semi-structured interviews with six (6) participants who were front and center in the organization’s transition to the analytics tool, Metrics That Matter (MTM), for evaluating training initiatives. The thematic analysis approach was applied. The study findings suggest three factors that influenced HR professionals to use human resource analytics, while revealing four ways they used those analytics in the training evaluation process. More importantly, findings from this study will provide training departments and HRD professionals recommendations for expanded job role and/or function descriptions, as well as best practices for incorporating data analytics in the training evaluation process.</p>

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The purpose of this thesis is the current education system in the company Termoplast Ltd. analysis, and propose posible solutions of identified deficiencies. The findings reported in the theoretical part and the subsequent application of these findings into practice subserve to achieve the goal of thesis. The practical part alalyze the education partly based on interviews with a responsible person, partly is the staff satisfaction with the current state of education in the company detected by the questionnaire. The intention is to maintain a comprehensive view on the subject.

The aim of the diploma thesis called "Education and human resources development in selected companies" is to highlight the prevalent forms of education in selected companies, to analyze them with regard to human resources development and to propose changes leading to improve the future knowledge economy. Two companies have been selected for research: Schwan Cosmetics CR, Ltd., based in Český Krumlov, which produces wooden cosmetic pencils, and Leifheit, Ltd., based in Blatná, producing domestic utensils and fabrics. The thesis is divided into a theoretical and an experimental part. The theoretical part required a number of relevant scholarly treatises to be studied. In this part, the basic terminology pertaining to human resource management, education of employees and knowledge economy is explained. The following part first describes the selected companies and then it focuses on the analysis of education of employees and the human resources development in these companies, by means of questionnaires and unguided interviews with heads of personnel departments. In the closing part, a summary of acquired data, together with recommendations and suggestions for possible improvements are included.

The diploma thesis focuses on the assesment and motivation and aubsequent impact on thein performance in a partikula society. In the theoretical part summarizes the theoretical approaches to the evaluation and motivation, usány the latest advances in performance management. The pratical part of the analysis and then evaluates theoretical findings on the principle of the existing systém of assessment oan motivation in the copany. The analysis is compiled from a survey of start views on the existing systém of evaluation and motivation. In conclusion, as a result of the data recommended proposals to streamline the performance management of staff.

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