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研究生:洪翠蓮
研究生(外文):HUNG,TSUI-LIEN
論文名稱:資訊科技應用於員工甄選與訓練實務之研究
論文名稱(外文):Research on Practical Application of Information Technology to Staff Selection and Training
指導教授:陳建丞陳建丞引用關係
指導教授(外文):CHEN, CHIEN-CHENG
口試委員:呂怜樺葛建培
口試委員(外文):LU, LI-HUAGE, JIAN-PEI
口試日期:2019-03-25
學位類別:碩士
校院名稱:國立臺北科技大學
系所名稱:管理學院經營管理EMBA專班
學門:商業及管理學門
學類:其他商業及管理學類
論文種類:學術論文
論文出版年:2019
畢業學年度:107
語文別:中文
論文頁數:105
中文關鍵詞:科技與商業模式人工智慧大數據甄選訓練
外文關鍵詞:Technology and Business ModelArtificial Intelligence(AI)Big DataSelectionTraining
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隨著網際網路的蓬勃發展與資訊科技的進步,尤其是Web 2.0社群系統、人工智慧(AI)、大數據(Big Data)及雲端運算(cloud computing)的發展等,使得e-HR提升到i-HR的系統,仍持續不間斷的在擴充與增長,相對人力資源管理在企業所扮演的角色,也顯得格外的重要了。
有報導指出,臺灣企業平均壽命13年,日本約30年,而世界500強企業可達40年,其差別在於企業的『經營體質』;商業環境變化越是快速、動盪,企業越是應該要投入心力,做好選才、用才、育才及留才規劃,才能有機會邁向長青基業;而企業如欲適選及培養真正所需的人才,則需要仰賴一套完整策略,並且有系統地落實,如在業界有人提出建置「A+人才梯隊黃金6步」:其重點是讓員工適才適所,訂出量化能力標準,及運用精準的評測工具,幫員工找到對的職務,依據員工和職務標準間的落差,訂定其發展及訓練計畫,以提升員工能力,最後,追蹤成效和精準評量效益;企業投資人才,就是在投資未來,慎選及提高人員品質,可帶動企業發展出『第二條生命曲線』,開創下一波獲利,有些公司約2-3年就可賺回10倍的淨利。
過去幾年,創新技術帶來的大變革,無論是網路化、雲端化、行動化等等,臺灣資訊產業都沒有跟上,以致於競爭優勢正逐漸下滑中,甚至陷入削價競爭的窘境;以往傳統產業對投資資訊科技泰半觀念保守,認為應需專注在本業發展,但隨著企業營運逐漸受市場洗禮後,對資訊科技重視程度逐漸提高,依此啟發本論文研究動機且期盼用創新科技來改變公司體質、提高競爭力,換言之,新經濟時代中,數位轉型已成為企業能否持續營運的重要關鍵,若無法因應趨勢,適時轉變,最後必被市場淘汰。所以,當資訊科技遇上人資時,會產生怎樣的效應呢?是網路瘋傳的「人工智慧或機器人將取代人資長的工作」、還是「機器人雖優卻難替代人類工作」、或者是「加乘效果-二者相輔相成;如達美樂(Dominos)整合新的技術/使用數位平台,讓客戶能用任何行動裝置輕鬆下單、沃爾瑪(Wal-Mart)以新的搜尋引擎及若干雲端軟體,建立出可客制化的平台,協助該企業利用OpenStack雲端平台獲得競爭優勢」呢?
依前述,本論文研究方法重點擬以人資管理中的員工甄選與訓練機制,參考過往的文獻研究及實務案例,最後再加上問卷調查及分析,來探討現今數位科技技術應用於企業實務上的效益及成果的發展,是否誠如一些先進們所推測的「在人工智慧的蓬勃發展下,不應該擔心工作即將被機器人給取代了,而應以其可輔佐產業發展,利大於弊的思維來正向思考」;期待本研究結果及建議,特別是第五章研究結論(如正面影響、助益效果、滿意度表現等)對企業於甄選與員工訓練上,能有所幫助,甚至對產值也能有所突破的助益。
With the rapid development of the Internet and the progress of information technology; Especially the development of Web 2.0 Community system, artificial intelligence (AI), Big Data and cloud computing etc.. This allows the e-HR to ascend to the function of the i-HR system, expanding and growing continuously. In the relativity, Human resources management plays an important role in the enterprise.
Moreover, it is reported that: Average life expectancy of Taiwanese companies in 13years, Japan about 30 years; The world's top 500 companies can reach about 40 years. The difference lies in the enterprise's “operating constitution”; The faster and more volatile the business environment, the more enterprises should devote their efforts;do a good job of selecting, employing,educating and keeping who has the abilities,to have the opportunity to move towards the forevermore businesses. If the enterprise wants to choose and cultivate the talents that really need, you had better to rely on a complete set of strategies and be implemented systematically, such as, in the industry has been proposed that build “A + talent Echelon Gold 6 steps”, its focus is to enable employees to just now the appropriate institute, set a quantitative capacity standards, and the use of accurate evaluation tools, then, help the staff find the right position. According to the gap between staff and job standards, the development and training plans are set up to enhance staff capacity. Finally, check the results and accurate evaluation of efficiency. Business investors to educate talents are investing in the future. Because, carefully select and improve the quality of personnel, can drive the development of enterprises “the second lifeline”.To create the next wave of profit, some of the companies can earn 10 times the net profit in about 2-3 years.
In the past few years, innovative technology has brought about great changes,
regardless of network, cloud, mobility, and so on. Taiwan's information industry is not keeping up, so that the competitive advantage is gradually declining, even into the dilemma of cutting prices competition. In the past, traditional industry was conservative in the investment of information technology and semi-concept, they believe that the need to focus on dramatic development, but with the business operations by the market after baptism, the importance of information technology increases gradually ,inspires the motivation of this thesis and looks forward to using innovative technology to change the company's physique, improves competitiveness. In other words, in the new economic generation, digital transformation has become an important key to the sustainable operation of enterprises; If it is not due to the trend, timely change, the end will be eliminated by the market after all. So what kind of effect will IT have when it encounters the HR? Is the network crazy about that AI or robots will replace the work of human resources officer, or the robot is excellent but hardly to replace human work, and or double efficiency? Such as Domino's integration of new technology, and the use of digital platform, allows customers to easily order with any mobile device; Help each of these companies gain a competitive advantage with the OpenStack cloud platform, Wal-mart has built a customizable platform with new search engines and a number of cloud-based software?
According to the foregoing, research method focus of this paper intends to use the staff selection and training mechanism in human resources management; Reference to advanced literature research and practical cases; Finally, with asked questionnaire investigation and analysis, to explore the current technology of digital technology, to be applied to the benefits at all levels and the development of results; Whether as some advanced speculation, in the vigorous development of artificial intelligence, should not worry about the work is about to be replaced, but should be assisted by the development of industry, advantages outweigh the disadvantages of positive thinking. We look forward to the results and recommendations of this study, in particular, the conclusions of Chapter5 (such as positive impact, benefit effect, satisfaction performance, etc.) ,which are helpful for enterprises in selection and training staff, and even a breakthrough in value.
目錄

中文摘要 i
英文摘要 iii
誌謝 v
目錄 vi
表目錄 viii
圖目錄 ix
第一章 緒論 1
1.1研究動機 1
1.2研究目的 4
1.3研究流程與架構 4
第二章 文獻探討 6
2.1甄選 6
2.2教育訓練 16
2.3資訊科技應用於員工甄選與訓練之相關研究 29
第三章 研究方法 38
3.1研究架構 38
3.2研究對象 40
3.3研究施測流程 41
第四章 研究結果 43
4.1研究對象與訪談問卷回收 43
4.2訪談問卷的回應整理 46
第五章 研究結論與建議 67
5.1研究結論 67
5.2實務建議 73
5.3研究限制 75
5.4未來研究建議 77
參考文獻 78
附錄
A 訪談問卷摘要 81
B 訪談資料 86

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