Abstract Our industrial structure has been changed with the impact of competition recently. The structure of labor has been changed dramatically by the influence of industrial structure. No matter what it is related to industrial upgrade or economic development of knowledge, they all need allocate the human resources. So the corporation can keep its competitive advantage. However, the most important in the corporation is management who can take good care of resources and talent in the firm. They make the entry barrier, so the valuable property in the firm can¡¦t be easily imitated by competitors. The management of talent and its development is positive for the operation of organization. The management has gotten rid of the image of falling behind and bogging down and refusing to change. Now, it turns out to be the strategy driving and interface and continuous innovation after promotion of the self-competition. The research subjects the intention of self-learning of management if it can upgrade the talent of management and show the job performance. Besides, the research subjects perceived organization supporting if it can affect the willing the self-learning. Therefore, the research studies the middle level of management in industries of Taiwan. The methodology uses random sampling. The questionnaires sent out by 403 and effective questionnaires are 200. analyzed by statistics methods of t-test analysis of independence, analysis of variance (ANOVA), Pearson¡¦s product-moment correlation, and multiple regression. The result confirms several important discoveries as follows: 1. As the relation on self-directed learning readiness and management competency and job performance, it can be summarized below: (1).The greater self-directed learning readiness, the greater is the degree of management competency. (2).The greater management competency, the greater is the degree of job performance. (3).The greater self-directed learning readiness, the greater is the degree of job performance. 2. There is a positive correlation in the self-learning and effective learning of self-directed learning readiness and job performance, and it also has high prediction 3. The management competency about professional capability and social communication and leadership is positive correlation to job performance. The most importance is professional capability. 4. Management competency has mediating effect between the self-directed learning readiness and job performance. 5. According to the moderating effect of the perceived organization supporting between the self-directed learning readiness and management competency in the study found that the management should be in favor of learning by effective leading. It can promote the professional capability.

Abstract Human resources have always been recognized as an important factor in determining the core competitiveness of a business. Business groups with a large organization have the relative advantage of flexibility in human resources utilization. As a result, personnel transfer among member companies within a group has become a normal behavior. In this research, we try to identify the key factors influencing the adaptive performance of employees after such inter-company job transfer, focusing on the pressures faced by the transferees and their career potential; i.e., whether the achievement motivation and role stress of transferees will influence their adaptive performance to the job after the inter-company job transfer, Also, understanding that the Perceived organization supporting by transferees may vary when different human resources approaches are adopted, we will also probe whether the Perceived organization supporting is a moderating factor on the adaptive performance of transferees. The targets of this research are employees of business groups in Taiwan who have experienced inter-company job transfer. A total of 406 questionnaires were distributed and 174 valid questionnaires were collected (The adaptive performance of the employee was assessed by their direct supervisors). Diversified statistical analysis has been conducted, including gap, correlation, regression and multiple regression analysis. The following specific results have been achieved: 1. The employment status of the employee after the transfer, as well as the terms and conditions for the transfer, both lead to different results in various aspects of the research: i. Employees transferred to work at the head office have obtained higher scores in various aspects relating to adaptive performance. ii. Employees offered less favorable conditions for the transfer normally have a higher score in the perception of role ambiguity. iii. Employees offered more favorable conditions for transfer normally have a higher score in terms of the Perceived organization supporting. 2. Achievement motivation shows a negative influence rather than a positive influence on the adaptive performance of the transferees. 3. role stress has no impact on the adaptability of the transferees. 4. Perceived organization supporting shows no significant moderating effect in this research.