臺灣博碩士論文加值系統

知識經濟時代將知識資源與人力資源視為重要資產，由實體資產轉變為看不見的無形資產，所以在知識經濟時代面對動態改變的經營環境，如何策略性的運用組織人力資源管理達成組織與國家社會成長目標，是企業及產業提升核心競爭力的重要議題。
本研究經由文獻歸納，採個案研究法，以屬於知識型服務業之經濟部產業技術資訊服務推廣計畫(簡稱ITIS計畫)及產業資訊服務業為研究對象，並以問卷調查、名目群體法及訪談法進行，探討知識型服務業推動組織層級及產業層級技能管理之研究。
本研究發現推動技能管理執行成功的關鍵因素為：
1.「技能管理規劃」是知識型服務業達到策略目標的工具。主要程序是以環境分析為前提，以職能基礎模式進行組織分析、業務分析及工作分析，找出組織之核心技能、職能需求及各職級所需技能等級。
2.「強化訓練、評鑑與組織績效三者間關係」。組織執行技能管理時，評鑑及訓練應著重了解企業組織的經營使命、目標及核心能力，以分析與現況的差距。
3.「推行產業資訊服務業證照制度」。建立產業分析師及產業顧問專業人才的證照體系，與業界工作連結並賦予相對的權利與地位，而制度形成初期檢定單位應具公信力及專業性，訓練機構應有政策性輔導且具品牌知名度。

Knowledge and human resources transforming insubstantial assets to tangible assets are undertaken as a valuable asset in the knowledge economy era. Achieving the goals of organizational, community and country growth through strategic human resources management is an important issue for promoting commercial and industrial competencies at dynamic business environment.
After reviewing the relative HR literatures, this study concluded a framework of promoting skill management and certificate system in knowledge-based service organization, “Industrial Technology Intelligence Services & Promotion Project （ITIS Project）, Ministry of Economy Affairs.” It also explored the drivers of organization level at knowledge service and industrial skill management of industry level through questionnaires, nominal groups, and field study method. The key successful factors of executing skill management as follows:
1. Skill Management Planning: This is the major tool of achieving strategy goal. The main procedure starts from environmental analysis, and then proceeds organizational, business and job analysis in order to identify the major competencies for each job categories and functions.
2. Relationship among training enhancement, appraisal and organization performance: When organization executes the skill management, we will focus appraisal and training enhancement to understand the gap between current situation, desired mission, and business objective and core competencies of the enterprise.
3. Implement the certificate system of Industry information service: We recommend to establish the professional certificate system of Certified Industry Analyst (CIA) and Certified Industry Consultant (CIC) in order to response to the linkage of enterprise job in proportion to the relative rights and positions. The unit issued the certification should create the prestigious and professional image at the initial stage. The training institute should have both the policy guidance and brand awareness.

目 錄 I
圖目錄 IV
表目錄 V
第一章 緒論 1
1.1 研究背景 1
1.1.1 知識經濟時代來臨 1
1.1.2 智慧資本興起 2
1.1.3 人力資源管理發展 3
1.1.4 專業證照趨勢 4
1.2 研究動機 6
1.2.1 時代潮流 6
1.2.2 實務需求 6
1.3 研究問題及目的 8
1.4 研究流程 9
1.5 研究步驟 10
第二章 文獻探討 11
2.1 知識型服務業定義及範圍 11
2.2 技能管理實施基礎及定義 13
2.2.1 核心能力 13
2.2.2 人力資本理論 15
2.2.3 知識管理 15
2.2.4 職能基礎模式 16
2.3 訓練評鑑理論 18
2.3.1 訓練需求評估 20
2.3.2 培訓計畫實施 22
2.3.3 評鑑訓練成效 22
2.4 專業證照制度 23
2.4.1 我國現行專業證照 23
2.4.2 國外熱門專業證照 25
2.4.3 證照制度形成之案例 25
2.4.4 證照優缺點及注意事項 27
2.5 小結 31
第三章 技能管理規劃 33
3.1 個案介紹 33
3.1.1 願景、使命 34
3.1.2 定位、目標 34
3.1.3 研究產出 35
3.1.4 運作架構 36
3.2 研究方法 38
3.2.1 資料蒐集 38
3.2.2 資料分析 39
3.2.3 工作說明書內涵及原則 40
3.2.4 標竿公司技能評估標準 41
3.3 技能管理規劃 42
3.3.1 組織分析、業務分析 42
3.3.2 工作分析 44
3.3.3 職能整合 51
3.4 小結 61
第四章 技能評鑑與培訓計畫 63
4.1 研究方法 63
4.1.1 運用資訊系統 63
4.1.2 標竿公司技能評估標準 64
4.1.3 自評/主管評鑑 64
4.2 技能評鑑 65
4.2.1 個人分析 65
4.2.2 技能管理系統 65
4.3 培訓計畫實施 73
4.3.1 確認培訓目標 73
4.3.2 選擇培訓課程 73
4.3.3 執行培訓計畫 78
4.4 評鑑訓練成效 79
4.4.1 反應 79
4.4.2 學習 79
4.4.3 行為 79
4.4.4 成效 79
4.5 小結 81
第五章 產業資訊服務業證照制度規劃 83
5.1 可行性評估 83
5.1.1 環境面 83
5.1.2 政策面 84
5.1.3 市場面 85
5.2 研究方法 88
5.2.1 資料蒐集 88
5.2.2 資料分析 91
5.2.3 分析結果 92
5.3 認證內容規劃 99
5.3.1 職能架構建議 99
5.3.2 認證體系建議 102
5.4 執行機構建議 104
5.4.1 檢定單位 104
5.4.2 訓練機構 105
5.5 小結 107
第六章 結論與建議 108
6.1 結論 108
6.2 建議 110
6.2.1 實務上之建議 110
6.2.2 後續研究建議 113
參考文獻 115
附錄一 ITIS活動項目問卷 119
附錄二 ITIS技能需求問卷 123
附錄三 ITIS專業人員技能需求調查問卷 125
附錄四 培訓課程學員滿意度問卷 128
附錄五 訓練成效追蹤表 129
附錄六 產業分析師及產業顧問相關之職能字典 130

一、英文部份
1. Anderson, S. B.,& Ball, S., The Profession and Practice of Program Evaluation, San Francisco, CA： Jossey-Bass,1978.
2. Becker, G. S., Human Capital. New York: Columbia University Press, 1964.
3. Edvinsson L. and Malone, M.S., Intellectual Capital, New York：HarperCollins Publishers, Inc., 1997.
4. Erickson, R. C. & Wentling, T. L., Measuring Student Growth. Urbana, IL: Griffon Press, 1976.
5. Goldstein I. L., Training In organizations: Needs Assessment, Development, and Evaluation ,2nd ed., Monterey, CA：Brooks/Cole, 1986.
6. Hamel, G. and Pahalad, C.K., “The Core Competence of the Corporation,” Harvard Business Review, Vol.68, No.3, 1990, pp.79-91.
7. Javidan, M., “Core Competence: What does it Mean in Practice? ,” Long Range Planning, Vol.31, No.1, 1998, pp.60-71.
8. Kirkpatrick, D. L., “Great Ideas Revisited: Revisiting Kirkpatrick’s Four-Lever Model,” Training and Development, Vol. 50, No.1, 1996, pp.54-57.
9. Lei, D. T. “Competence-Building, Technology Fusion and Competitive Advantage: the Key Role of Organizational Learning and Strategic Alliances,” International Journal of Technology Management, Vol.14, No.2/3/4, 1997, pp.208-237.
10. Leonard-Barton, D., “Core Capabilities and Core Rigidities: A Paradox in Managing Product Development,” Strategic Management Journal, Vol.13, 1992, pp.111-125.
11. McClelland, D.C., “Testing for Competence Rather Than for Intelligence,” American Psychologist, Vol.28, No.1, 1973, pp. 1-24.
12. McLagan, P.A., Models for Excellence, D.C., The American Society for Training and Development, 1983.
13. Noe, R. A., Employee Training & Development, Singapore, McGraw-Hill, Inc., 2000, pp1-19.
14. OECD.,The Knowledge Based Ecocomy. Paris, 1996, p.12.
15. Olian, J. D. ; Durham, C. C.; Kristof, A. L.; Brown, K. G.；“Designing Management Training and Development for Competitive Advantage: Lessons from the Best.” Human Resource Planning, Vol.21, pp. 20-31, 1998.
16. Phillips, J. J., Handbook of Training Evaluation and Measurement Methods, Houston TX: Gulf Publishing Company, 1983.
17. Prahalad, C.K., “The Role of Core Competencies in the Corporation,” Research Technology Management, Vol.36, No. 6 November-December, 1993, pp.40-47.
18. Ross, et al., Intellectual Capital-Navigating the New Business Landscape, New York University Press: New York, 1997.
19. Sherman, A.W., Jr., Bohlander, G.W., & Snell, S.A., Managing Human Resources, Cincinnati, Ohio, South-Western College Publishing, Inc., 1998, pp.214-255.
20. Spencer, L.M., & Spencer, S.M., Competence at Work. New York：John Wiley & Sons, Inc., 1993.
21. Stewart, T., “Your Company’s Most Valuable Asset: Intellectual Capital,” Fortune, Vol.130, No.7, 1994, pp.28-33.
22. Watkins, R., Leigh, D. Platt, W., & Kaufman R., Needs Assessment: A Digest, Review, and Comparison of Needs Assessment Literature. Performance Improvement, Vol. 37, No. 3, 1998, pp.48-53.
23. World Bank, World Development Report , 1998.