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研究生:許佑新
研究生(外文):Yu-shin Hsu
論文名稱:以績效衡量為基之培訓資源配置
論文名稱(外文):Training resource allocation based on performance measurement
指導教授:蕭堯仁蕭堯仁引用關係
學位類別:碩士
校院名稱:逢甲大學
系所名稱:工業工程與系統管理學研究所
學門:工程學門
學類:工業工程學類
論文種類:學術論文
論文出版年:2009
畢業學年度:97
語文別:中文
論文頁數:86
中文關鍵詞:標竿學習資料包絡分析法人力資源計分卡培訓資源配置
外文關鍵詞:Learning BenchmarkingTraining Resource AllocationData Envelopment AnalysisHuman Resources Scorecard
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在全球化市場與顧客導向的競爭環境下,管理者應重視如何提升組織的競爭優勢。現今的企業競爭主要是人才競爭,企業欲掌握競爭優勢,則必需先擁有優質的人力資源,且企業亦需制定一套適合企業經營的績效管理制度,方能衡量及提升人力資源的效益。
本研究藉由人力資源計分卡之四個構面去展開各部門所屬的關鍵績效指標,並用資料包絡分析法衡量各部門人員績效,以確立員工之標竿學習對象,供員工彼此相互學習,並對照員工所欠缺之能力,提供一系列應修習哪些教育訓練課程,予以強化所需技能。另輔以有限培訓資源之考量,進行資源配置。亦即在培訓經費限制情況下,規劃並提供必需的培訓課程,以產生期望的效益。
本研究以企業數個部門為例,探討在組織績效及標竿學習考量下,進行培訓資源配置,以供持續精進及強化企業人力資源之體質,期能確保企業永續經營及維持最佳競爭優勢。
Under the competitive environment of the global market and customer oriented, manager should concern how to enhance the competitive advantage of organization. The competition of enterprises depends on the performance of employers. Enterprise should own excellent human resource and formulate a feasible performance management system to operate the whole system. The efficiency of human resources then can be evaluated and improved.
In this research, four aspects of Human Resources Scorecard were applied to expand the necessary key performance index of different departments. The performance of staffs in each department then can be measured by the Data Envelopment Analysis. Also, the learning benchmarking can be selected for other staffs to learn. Certainly, each staff will know their own insufficiency of skills. A series of the training courses then can be determined for strengthening skills. Owing to the finite training resource of enterprise, however, the training resource allocation should be made to offer essential training courses that can generate the effect as expected.
In this research, several functional departments were taken as examples to discuss training resource allocation based on finite resource and learning benchmarking. It then can ensure the continuous operation of enterprise and maintain the best competitive advantage.
摘要I
AbstractII
致謝III
目錄IV
圖目錄VI
表目錄VII
第一章 緒論1
1.1研究背景1
1.2研究動機2
1.3研究目的與範圍4
1.4研究流程與架構5
第二章 文獻探討7
2.1績效管理7
2.1.1績效管理的目的7
2.1.2績效管理的用途8
2.1.3績效管理成功的關鍵因素8
2.2人力資源計分卡9
2.2.1人力資源計分卡的意義9
2.2.2平衡計分卡與人力資源計分卡四大衡量構面比較10
2.2.3人力資源計分卡的四個衡量構面11
2.2.4人力資源計分卡建立模式15
2.3資料包絡分析法19
2.3.1 CCR模式20
2.3.2 BCC模式22
2.3.3資料包絡分析法之應用24
2.4資源分配問題26
2.5二階層線性規劃29
第三章 研究方法32
3.1確立績效指標33
3.1.1 人力資源績效指標33
3.1.2 軟性技能指標38
3.2能力需求分析與展開40
3.3培訓課程分析與展開41
3.4績效衡量42
3.4.1資料包絡分析法使用程序42
3.4.2標竿學習46
3.5強化課程需求分析49
3.6培訓資源配置51
第四章 案例分析與結果54
4.1資料來源與應用軟體54
4.2案例分析55
4.2.1 案例介紹55
4.2.2 確立績效指標56
4.2.3 能力需求分析與展開57
4.2.4 培訓課程分析與展開58
4.2.5 績效衡量60
4.2.6 強化課程需求分析72
4.2.7 培訓資源配置74
第五章 研究結論82
5.1 結論82
5.2 未來發展方向83
參考文獻84
英文文獻
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