With the supply of talented employees for the predicted available jobs around the world declining, employee retention and voluntary turnover have jumped to the forefront of HRD practitioners’, as well as senior managers’, strategic initiative. By 2008, demographers predict that 76 million baby boomers will be eligible for retirement. The generations that followed these individuals, born between 1946 and 1962, are not numerically adequate to fill the vacancies that these retirements will create. A growing concern exists that the expected annual growth in the number of eligible employees will be outpaced by economic growth predictions. While employee retention and employee voluntary turnover have received considerable scholarly attention, few research studies have examined the phenomenon in a professional sales arena. No investigation to date has tracked employee voluntary turnover and retention over a 14-year longitudinal wave as was the focus of this study. This population study examined employee retention of a Fortune 500 North American industrial automation manufacturer’s professional sales force over a 14-year period. It focused on personal characteristics, work characteristics, and human resource development (HRD) intervention factors influencing employee voluntary turnover. The results suggest that training and development participation contributes more significantly to employee retention than salary and job title promotions to the firm’s ability to retain sales professionals. The theoretical underpinnings associated with these findings reinforce the importance of human capital theory, social identity theory, expectancy theory, and distributive justice theory. They also suggest that employee retention should be included in calculations that measure the return on investment for training and development interventions. Further, these results that emerged from comprehensive data mining suggest that a structured training and development program embeds aspects of employee socialization that can influence a professional sales employee’s tenure in the organization. Formal training can serve to socialize the employee into the organization, thus, deepening the effect of social capital theory to build normative organizational commitment, a mediator of employee retention. This effect appeared to be more significant for non-Caucasian sales professionals who remained in the organization when included in a structured sales training program.

Business leaders face the challenge of developing their employees to assume leadership positions within their organizations. However, business leaders devote less than 10% of their time to developing employee leadership capabilities through leadership development programs, resulting in poor leadership development programs designed to prepare employees to assume leadership positions. Using transformational leadership theory, the purpose of this multicase study was to explore strategies that human resource managers use to improve their employee leadership development programs. Participants were purposefully selected for their experience improving employee leadership development programs in organizations in Silicon Valley. Data were collected via semistructured interviews over Skype with 3 human resource managers and a review of organizational documents related to the improvement of leadership development programs. Data were analyzed using methodological triangulation through inductive coding of phrases and words. Three themes emerged from this study: CEO involvement was paramount for leadership development program success; fostering a learning organizational culture promotes innovation, engagement, and trust; and training is most successful when completed as a series. The implications for positive social change include the development of local and global leaders empowered to address larger problems, including homelessness, disease, lack of cultural acceptance, and environmental sustainability.

<p>The purpose of this research is to determine employee satisfaction towards union service delivery and the effect it might have on their motivation. For the purposes of the research, the term customer applies to all union members being serviced by the union and enjoying benefits of negotiations at a centralised or de-centralised level. More generally, trade unions and collective bargaining are seen to enhance the dignity of workers and their control of their working lives, hence the important role trade unions play within the workplace. Service deliveries from a trade union to its members are an important element of employee behaviour and motivation. The research will aim to&nbsp / measure union member&rsquo / s (customer) satisfaction of the service they receive from their union and the impact it possibly has on otivation. The hypothesis of the research is that if workers are satisfied by the service they receive from their trade union their motivational levels will also be high. Alternatively, if workers are dissatisfied by the service they receive from their trade union, their motivation will be low. A Biographical questionnaire, the Organizational Motivation Questionnaire (OMQ) and the Service Quality Questionnaire was administered to respondents to elicit responses on how the aspects of union service delivery impacts on their motivation in the workplace.&nbsp / The results emanating from the current study indicate that there are statistically significant relationships between work content, payment, promotion, recognition, working conditions, benefits, personal, leadership/ supervision, general and work motivation and satisfaction in the technical department of a media organisation in the Western Cape. Furthermore, results show the nine independent variables (work content, payment, promotion, recognition, working conditions, benefits, personal, leadership/ supervision and general) significantly explained the variance in work motivation and service-delivery. The study also shows a statistically significant difference in motivation and job-satisfaction based on the biographical variables (gender, home language, marital status, age, race, job classification, education, qualifications, job grade and tenure). Multiple regression analysis revealed these variables significant explained the variance in job satisfaction and motivation. The results reveal some interesting insights into the relationship between union service delivery, motivation and job satisfaction amongst unionised workers in a media organisation in the Western Cape. Recommendations are made with respect to the management of this focal area of research.</p>

<p>The purpose of this research is to determine employee satisfaction towards union service delivery and the effect it might have on their motivation. For the purposes of the research, the term customer applies to all union members being serviced by the union and enjoying benefits of negotiations at a centralised or de-centralised level. More generally, trade unions and collective bargaining are seen to enhance the dignity of workers and their control of their working lives, hence the important role trade unions play within the workplace. Service deliveries from a trade union to its members are an important element of employee behaviour and motivation. The research will aim to&nbsp / measure union member&rsquo / s (customer) satisfaction of the service they receive from their union and the impact it possibly has on otivation. The hypothesis of the research is that if workers are satisfied by the service they receive from their trade union their motivational levels will also be high. Alternatively, if workers are dissatisfied by the service they receive from their trade union, their motivation will be low. A Biographical questionnaire, the Organizational Motivation Questionnaire (OMQ) and the Service Quality Questionnaire was administered to respondents to elicit responses on how the aspects of union service delivery impacts on their motivation in the workplace.&nbsp / The results emanating from the current study indicate that there are statistically significant relationships between work content, payment, promotion, recognition, working conditions, benefits, personal, leadership/ supervision, general and work motivation and satisfaction in the technical department of a media organisation in the Western Cape. Furthermore, results show the nine independent variables (work content, payment, promotion, recognition, working conditions, benefits, personal, leadership/ supervision and general) significantly explained the variance in work motivation and service-delivery. The study also shows a statistically significant difference in motivation and job-satisfaction based on the biographical variables (gender, home language, marital status, age, race, job classification, education, qualifications, job grade and tenure). Multiple regression analysis revealed these variables significant explained the variance in job satisfaction and motivation. The results reveal some interesting insights into the relationship between union service delivery, motivation and job satisfaction amongst unionised workers in a media organisation in the Western Cape. Recommendations are made with respect to the management of this focal area of research.</p>

Magister Commercii - MCom / The purpose of this research is to determine employee satisfaction towards union service delivery and the effect it might have on their motivation. For the purposes of the research, the term customer applies to all union members being serviced by the union and enjoying benefits of negotiations at a centralised or de-centralised level. More generally, trade unions and collective bargaining are seen to enhance the dignity of workers and their control of their working lives, hence the important role trade unions play within the workplace. Service deliveries from a trade union to its members are an important element of employee behaviour and motivation. The research will aim is to measure union members (customer) satisfaction of the service they receive from their union and the impact it possibly has on otivation. The hypothesis of the research is that if workers are satisfied by the service they receive from their trade union their motivational levels will also be high. Alternatively, if workers are dissatisfied by the service they receive from their trade union, their motivation will be low. A Biographical questionnaire, the Organizational Motivation Questionnaire (OMQ) and the Service Quality Questionnaire was administered to respondents to elicit responses on how the aspects of union service delivery impacts on their motivation in the workplace.&nbsp; The results emanating from the current study indicate that there are statistically significant relationships between work content, payment, promotion, recognition, working conditions, benefits, personal, leadership/ supervision, general and work motivation and satisfaction in the technical department of a media organisation in the Western Cape. Furthermore, results show the nine independent variables (work content, payment, promotion, recognition, working conditions, benefits, personal, leadership/ supervision and general) significantly explained the variance in work motivation and service-delivery. The study also shows a statistically significant difference in motivation and job-satisfaction based on the biographical variables (gender, home language, marital status, age, race, job classification, education, qualifications, job grade and tenure). Multiple regression analysis revealed these variables significant explained the variance in job satisfaction and motivation. The results reveal some interesting insights into the relationship between union service delivery, motivation and job satisfaction amongst unionised workers in a media organisation in the Western Cape. Recommendations are made with respect to the management of this focal area of research. / South Africa

Система обучения является важным компонентом управления человеческими ресурсами с целью создания платформы управления человеческими ресурсами для долгосрочного развития компании, формирования талантливой команды, постоянного повышения эффективности работы компании и сотрудников, а также содействия достижению стратегические цели компании. Изучая курсы, связанные с человеческими ресурсами, автор выбрал подходящую компанию, чтобы проанализировать проблемы в системе обучения компании и предложить соответствующие предложения по улучшению. X Company — это компания-посредник в сфере недвижимости, имеющая опыт работы на государственных предприятиях и обладающая богатыми социальными ресурсами, но ее доля на рынке относительно невелика. Существует значительный разрыв между текущей ситуацией и стратегическими целями, и компании необходимо срочно повысить свою основную конкурентоспособность, чтобы адаптироваться к потребностям стратегических открытий. Интеграция различных ресурсов для повышения основной конкурентоспособности, наиболее важными являются человеческие ресурсы. Поэтому развитие и культивирование талантов имеет особое значение. Однако обучение в компании X находится на ранней стадии, и система обучения не является надежной и имеет множество проблем. Поэтому создание стратегически ориентированной системы подготовки кадров имеет большое практическое значение для достижения стратегических целей предприятия и долгосрочного развития. / The training system is an important component of human resource management, with the aim of building a human resource management platform for the company's long-term development, building a talent team, continuously improving the performance of the company and employees, and promoting the achievement of the company's strategic goals. Through studying courses related to human resources, the author chose a suitable company to analyze the problems in the training system of the company and propose relevant improvement suggestions. X Company is a real estate intermediary company with a background in state-owned enterprises, with abundant social resources, but its market share is relatively small. According to the company's five-year development strategic plan, we aim to become the most competitive real estate agency in South China and plan to achieve an overall listing within 5 years. There is a significant gap between the current situation and strategic goals, and the company urgently needs to enhance its core competitiveness to adapt to the needs of strategic discovery. Integrating various resources to enhance core competitiveness, the most important is human resources. Therefore, the development and cultivation of talents is particularly important. However, X Company's training is in its early stages and the training system is not sound, with many problems. Therefore, establishing a strategic oriented human resource training system is of great practical significance for the achievement of enterprise strategic goals and long-term development.

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.

「中小企業」一直以來都是我國商業經濟的根基命脈，這些企業大多是以家族企業的形式經營，因此「父傳子、子傳孫」是相當普遍的接班形態。但發展至今，許多企業主開始面臨膝下無子或子女不願接班的窘境，且隨著產業變遷，中小企業在用人與留才上也遭遇到困境。這些因素都使得台灣的中小企業在近年來發生了嚴重的「接班問題」。 「接班人計劃」(Succession Plans)已逐漸成為企業相當重視的人才議題；正如許多企業在面臨領導人驟逝或因故離職時，因為無法迅速推舉出新任的接班人，進而導致組織動盪甚至影響到企業營運。因此，透過制定接班人計劃，預先培養未來所需的領導者，已成為企業間普遍的做法。 考量到中小企業的獨特性，在發展接班人計劃時無法完全因循大型企業的做法。本文旨在透過探究以下三個問題，試圖發掘中小企業在發展接班人計劃時應注意的重要議題： 1.中小企業接班人計劃發展的結構性困難。 2.中小企業接班人計劃所應具備的內容與特質。 3.中小企業接班人計劃得以成功的關鍵因素。 本文將以個案研究的方式，實際建構一套中小企業的接班人計劃，並將研究結果作一整理與綜合性之討論。 / “Small and medium enterprises” have been foundations of economy in our country for a long time. Most of these enterprises are family-owned, so passing on from generation to generation is a usual type of succession. However, there are some entrepreneurs who don’t have any offspring or finding their coming generation have no willingness to take over the business. It’s a troublesome problem that many small and medium enterprises have no idea about how to pass on the business. “Succession Plans”start to be paid attention by many entrepreneurs in recent years. In the past, many dominant enterprises collapsed in a flash just because of failure in succession when last conductor quitted or passed away. Now, it’s very common for enterprises to formulate a proper succession plan in order to incubate some backup talents for future needs. To consider about the uniqueness of small and medium enterprises, it’s hard to follow up the major industries totally. In this paper, we want to investigate the succession question of small and medium enterprises by dealing with three point: 1. What are the structural difficulties about succession plans in small and medium enterprises? 2. What are the contents and characteristics should be possessed by succession plans in small and medium enterprises? 3. What are the key success factors (KSFs) or key performance indicators (KPIs) for succession plans in small and medium enterprises? In this paper, we’ll have a case study research and try to build a succession plan for case company. The final goal is to make this issue prominent and then find the way to resolve the question.