臺灣博碩士論文加值系統

職涯路徑紀錄個人工作生涯中的每一過程，包含個人所具備的職能(competency)及關鍵發展歷練(critical development experience)，可做為橋接組織發展計畫及個人職涯規劃的橋樑。相較於職能的研究關鍵發展歷練顯得較為不足，因此本研究的目的為建立彰顯工作脈絡化之關鍵發展歷練的架構及驗證。
本研究抱持著「歷練」之養成來自於工作或任務的累積，以組織發展與資源整合為主的組織能耐做為組織之關鍵工作或任務的基礎，加入Mintzberg組織形構理論以界定組織樣貌，Adizes企業生命週期論以區分組織所處階段，輔以本土產業發展趨勢，即台灣企業面對全球化，進行海外擴張行為所產生的海外派遣。
統整上述組織運作特徵建構關鍵發展歷練模式，並編製關鍵發展歷練量表以驗證其存在與轉職歷程之關聯。問卷以紙本與電子問卷方式進行發放，紙本共發放800份，回收51份，電子問卷回收192份，合計回收問卷243份，得到有效樣本數為148份。
研究結果顯示關鍵發展歷練在轉職效標的表現上呈現較多元且廣泛型態的預測力表現。關鍵發展歷練對轉職結果有正向且較高的影響；並且較能幫助預測轉職後工作與組織的契合狀況，以及組織承諾(雇用結果)。

Career path is record the every stage of personal working career, which is including personal competency and the critical development experience then can be the bridge of organization development and personal career management in between. Research on critical development experience compared to competency seems to be rather inadequate, therefore the purpose of this study to highlight the critical development experience with the working context, also established the framework and verification.
This study is initially basis on the “experience” which is accumulation of working experiences or tasks to organize the development and integration of resources to be as the base of key element of job or duty , plus Mintzberg theory of configuration to define the organization picture. Adizes, corporate lifecycle theory to distinguish the stage of organization, plus the trend of domestic business development i.e. Taiwaness firms focus on the oversea expandtion under the globalization concept.
Consolidate the module of above organization operation characteristics of the organization and strength the business development, then build the relative questionnaires to evidence the connection in between. This questionnaires sheet is making by papers or electronic to revert the response in 51/800 and 192 through internet, 243 in total and the effective samples is 148.
The results showed that critical development experience has multiple and extensive prediction performance on criterion of job-transition. The critical development experience has higher and positive effect on job transition outcomes which can assist to predict the personal fitness with job/organization and organization commitment after job transition.

目 錄
第 壹 章 緒論 1
第 一 節 研究背景與動機 1
第 二 節 研究目的 3
第 三 節 研究流程 5
第 四 節 章節結構 6

第 貳 章 文獻探討 7
第 一 節 職涯路徑之定義與內涵 7
第 二 節 關鍵發展歷練 11
第 三 節 轉職歷程 22
第 四 節 職能之定義與內涵 27

第 參 章 研究方法 31
第 一 節 研究架構 31
第 二 節 操作性定義與衡量 38
第 三 節 資料分析方法 53
第 四 節 預試資料分析 55

第 肆 章 研究結果與分析 65
第 一 節 樣本與基本資料分析 65
第 二 節 信度與效度分析 69
第 三 節 相關分析 74
第 四 節 職能與關鍵發展歷練對效標之分析 77

第 伍 章 結論與建議 89
第 一 節 研究結論 89
第 二 節 理論意涵 93
第 三 節 管理實務意涵 94
第 四 節 研究限制 95
第 五 節 後續研究建議 96
參考文獻 97
附錄一、預試職能與關鍵發展經驗研究問卷 104
附錄二、正式職能與關鍵發展歷練研究問卷 113


圖 目 錄
圖 1-3-1 本研究流程圖 5
圖 2-1-1 O*NET內涵模式圖 8
圖 2-1-2 個體—組織與門檻—勝任矩陣圖 10
圖 2-2-1 關鍵發展歷練概念發展架構圖 13
圖 2-2-2 組織基本元件圖 14
圖 2-2-3企業生命週期圖 18
圖 2-2-4 關鍵發展歷練之組織能耐模式圖 21
圖 3-1-1研究架構圖 32
 

表 目 錄
表 3-1-1 職能層次結構表 37
表 3-2-1 組織形構—營運活動分類表 39
表 3-2-2 生命週期—關鍵活動分類表 40
表 3-2-3 組織能耐構面—關鍵發展歷練彙整表 43
表 3-2-4 關鍵發展歷練分類與題項設計編製表 45
表 3-2-5 工作轉換歷程題項列表 48
表 3-2-6 職能構面及題項編製表 50
表 3-4-1 問卷基本資料分析表 55
表 3-4-2 所有變項之相關分析總表 59
表 3-4-3 關鍵發展歷練分類與正式題項編製表 61
表 3-4-4 工作轉換歷程分類與正式題項編製表 63
表 4-1-1 問卷發放及回收統計表 65
表 4-1-2 問卷基本資料分析及卡方檢定表 66
表 4-2-1 職能量表信度分析表 70
表 4-2-2 關鍵發展歷練量表信度分析表 71
表 4-2-3 關鍵發展歷練因素分析表 73
表 4-3-1 職能變項之相關分析表 75
表 4-3-2 關鍵發展歷練變項之相關分析表 76
表 4-4-1 職能與關鍵發展歷練對工作面試之迴歸分析摘要表 78
表 4-4-2 職能與關鍵發展歷練對工作邀約之迴歸分析摘要表 79
表 4-4-3 職能與關鍵發展歷練對雇用速度之迴歸分析摘要表 80
表 4-4-4 職能與關鍵發展歷練對工作契合之迴歸分析摘要表 81
表 4-4-5 職能與關鍵發展歷練對組織契合之迴歸分析摘要表 82
表 4-4-6 職能與關鍵發展歷練對組織承諾之迴歸分析摘要表 83
表 4-4-7 職能與關鍵發展歷練對工作滿意之迴歸分析摘要表 84
表 4-4-8 職能與關鍵發展歷練對轉職滿意之迴歸分析摘要表 85
表 4-4-9 職能與關鍵發展歷練對工作勝任之迴歸分析摘要表 86
表 5-1-1關鍵發展歷練與職能在轉職結果之多元逐步回歸係數Beta值整理表 91
表 5-1-2關鍵發展歷練與職能在雇用結果之多元逐步迴歸係數Beta值整理表 91
表 5-1-3關鍵發展歷練與職能在轉職品質之多元逐步回歸係數Beta值整理表 92

中文部分
1.丁家雋(2015)。職能對組織能耐與競爭優勢關係之中介效果。天主教輔仁大學企業管理學系研究所未出版碩士論文，台北。
2.李慕華、林宗鴻譯(1996)。工商心理學導論。台北市：五南圖書出版股份有限公司。Muchinsky, P. M. (1993). Psychology Applied to Work: An Introduction to Industrial and Organizational Psychology. International Thomson Publishing Inc.
3.吳秉恩 (2012)。高階人力資源管理：分享式觀點。台北市：華泰文化事業股份有限公司。
4.林金榜譯(2003)，策略巡禮，臺北市：商周出版。Mintzberg, H., Ahlstrand, B. W., Ahlstrand, B., & Lampel, J. (1998). Strategy Safari: A Guided Tour Through The Wilds of Strategic Mangament. Simon and Schuster.
5.范瑋倫譯(2014) 。安可職涯。台北市：好人出版。Alboher,M. (2013).The Encore Career Handbook.Workman Publishing Company,Inc.
6.徐聯恩譯(1996)。企業生命週期。台北市：長河出版社。Adizes, I. (1988). Corporate Lifecycle, Prentice-Hall.
7.彭紹蓉(2014)。職能模式之建構與驗證。天主教輔仁大學企業管理學系研究所未出版碩士論文，台北。
8.楊百川(2006)。策略性核心職能辨認模式建構-價值活動與流程分析導向。天主教輔仁大學商學研究所未出版博士論文，台北。
9.楊百川、夏侯欣鵬、鄧茗芳(2009)，組織能耐內容成份之初探，管理評論，3，45-63。
10.劉又嘉(2015)。組織能耐模式的建構與驗證。天主教輔仁大學企業管理學系研究所未出版碩士論文，台北。

英文部分
1.Adizes, I. (1988). Corporate Lifecycle, New Jersey:Prentice-Hall.
2.Agho, A. O., Mueller, C. W.,& Price, J. L.(1993).Determinant of employee job satisfaction. Human Relations.46.1007-1027.
3.Bowen, D. E., Ledford, G. E., & Nathan, B. R. (1991). Hiring for the organization, not the job. Academy of Management Executive, 5,35-51.
4.Boyatzis, R. E. (1982). The competent manager: A model for effective performance. New York, Wiley.
5.Bretz, R. D., Ash, R. A., & Dreher, G. F. (1989). Do the people make the place? An examination of the attraction-selection-attrition hypothesis. Personnel Psychology, 42, 561-580.
6.Burgoyne, J. G. (1993). The competence Movement: Issues, Stakeholders and Prospects. Personnel Review, 22(6), 6-13.
7.Cable, D. M. & DeRue, D. S. (2002). The convergent and discriminant validity of subjective fit perceptions. Journal of Applied Psychology, 87(5), 875-884.
8.Caldwell, D. F. & O'Reilly, C. A. (1990). Measuring person-job fit with a profile- comparison process. Journal of Applied Psychology.75(6).648-658.
9.Carter, G. W., Cook, K. W., & Dorsey, D. W. (2009),Career Paths: charting courses to success for organizations and their employees, Malden,MA:Wiley-Blackwell.
10.Chanbler A. D. Jr. (1962). Strategy and Structure: Chapters in the History of the American Industrial Enterprise. Cambridge, MA : MIT Press.
11.Chatman, J. A.(1989). Improving international organizational research: A model of person-organization fit. Academy of Management Review, 14(3), 333-349.
12.Dawis, R. V., & Lofquist, L. H. (1984). A psychological theory of work adjustment. University of Minnesota Press: Minneapolis.
13.Dubois, D. D., Rothwell, W. J., Stern, D. J. K., Kemp, L. K., Password, F., Holton III, E. F., et al., (2000) Competency-based human resource management. Davies-Black Publishing.
14.Edwards, J. R.(1991).Person-job fit: A conceptual integration, literature review, and methodological critique. International Review of Industrial and Organizational Psychology (6), 283-357.
15.Gottfredson, L. S. (1996). Gottfredson's theory of circumscription and compromise. In D. Brown, L. Books, & Associates(Eds), Career choice and development(3rd ed.), pp. 179-232. San Francisco, Califonia: Jossey-Bass Inc.
16.Green, P. C. (1999). Building robust competencies. San Francisco, Califonia: Jossey-Bass Inc.
17.Grant, R. M. (1991). The Resource-based Theory of Competitive Advantage: Implication for Strategy Formulation. California Management Journal, 5(2), 171-180.
18.Grant, R. M. (1996). Prospering in dynamically-competitive environments: Organizational capability as knowledge integration. Organization Science, 7(4), 375-387.
19.Hamel, G., & Prahalad, C. K. (1990). The Core Competence of Corporation. Harvard Business Review, 68(3), 79-91.
20.Kanfer, R., Wanberg, C. R. & Kantrowitz, T. M.(2001). Job search and employment: A personality-motivational analysis and meta-analytic review. Journal of Applied Psychology, 86, 837-855.
21.Kristof, A. L. (1996). Person-organization fit: An integrative review of its conceptualizations, measurement, and implications. Personnel Psychology, 49(1), 1-49.
22.McClelland, D. C. (1973). Testing for competence rather than for intelligence. American Psychologist, 28(1), 1-24.
23.Michalos, A. C. (1985). Multiple discrepancy theory (MDT). Social Indicators Research, 16, 347-413
24.Mintzberg, H., (1980). Structure in 5’s: A Synthesis of the Research on Organization Design. Management Science, 26(3), 322-341.
25.Mintzberg, H., Ahlstrand, B., Lampel, J.(1998). Strategy safari – a guided tour through the wilds of strategic management. New York: Free Press.
26.Morris, J. H., Sherman, J. D. (1981). Teneralizality of an organizational commitment model. Academy of Management Journal, 24(3), 512-526.
27.Pfeffer, J. (1998). Seven practices of successful organizations. California Management Review, 40(2) 96-125.
28.Quinn, E. R., Faerman, R. S., Thompson, P. M. & Mcgrath, R. M. (1990). Becoming a Master Manager: A Competency Framework. New York: John Wiley & Son, Inc.
29.Robbins, S. P., (1991). Management (3rd ed.). New Jersey: Pren-tice-Hall.
30.Russell, M. (1984). Career Planning in a Blue Collar Company. Training and Development Journal, 38(1), 87-88.
31.Rynes, S. L., Gerhart, B. (1990). Interview assessments of applicant “fit” : An exploratory investigation. Personnel Psychology, 43, 13-35.
32.Saks, A. M. (2005). Job seach Success: A review and integration of the predictors, behaviors, and outcomes. Career Development and Counseling: Putting Theory and Research to work, pp.157-179. John Wiley & Sons, Inc.
33.Saks, A. M., Ashforth, B. E. (1997). A longitudinal investigation of the relationships between job information sources, applicant perceptions of fit, and work outcomes. Personnel Psychology, 50,395-426.
34.Soelberg, P. O.(1967), Unprogrammed decision making. Industrial Management Review, 8, 19-29.
35.Spencer, Jr., L. M., Spencer, S. M. (1993). Competence At Work: Models for Superior Performance, New York: John Wiley & Sons, Inc.
36.Ulrich, D., Brockbank, W., & Yeung, A. (1989). HR competencies in the 1990s. Personnel Administrator, 34(11), 91-93.
37.US Department of Labor/Employment and Training Administration ,The Occupational Information Network. O*net content model. (https://www.onetcenter.org/content.html)
38.Vancouver, J. B., Schmitt N. W.(1991). An exploratory examination of person-organization fit: Organizational goal congruence. Personnel Psychology, 44, 333-352.
39.Woodruffe, C. (1991), Competent by any other name, Personnel Management, September, 23, 38-43.
40.Wanberg, C. R. (1995). A longitudinal study of the effects of unemployment and quality of reemployment. Journal of Vocational Behavior, 46, 40-54.
41.Wanberg, C. R., Hough, L. M., & Song, Z. (2002). Predictive validity of a multidisciplinarymodel of reemployment success. Journal of Applied Psychology, 87, 1100-1120.
42.Zelin, A. I., Oliver, J., Doverspike, D.,Chau, S., Bynum, B. & Poteet, M. L. (2015). Identifying the Competencies, Critical Experiences, and Career Paths of I-O Psycholobists: Academia. The Industrial-Organizational Psychologist , 52(3), 149-157.
43.Zelin, A. I., Oliver, J., Chau, S., Bynum, B., Cater, G., Poteet, M. L.& Doverspike, D. (2015). Identifying the Competencies, Critical Experiences, and Career Paths of I-O Psycholobists: Industry. The Industrial-Organizational Psychologist , 53(1), 142-151.