學位論文
Permanent URI for this collectionhttp://rportal.lib.ntnu.edu.tw/handle/20.500.12235/73861
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Item 業務人員就業力之相關研究(2009) 常松茂; Sung-Mao Chang就業與就業力，一般來說不一樣。 就業指目前擁有一份正職工作，但對於某些人來說，目前擁有了一份工作，卻未必具備良好的就業能力，長期來看，則有面臨失業的危機； 就業力，則是指一個人能夠培養工作所需的相關知識與技能，並能轉移至其它工作領域，且能夠長期維持其位於職場上的優勢。 而本研究主要的研究對象為業務人員。 人力資源相關的研究，著重在業務人員的工作技能、職能，亦或是其人格特徵，在某些國家甚至將職能與就業力，視為同一概念。 實際上，鮮少的研究著重於業務人員的就業力研究。 因此，本研究的目的，旨在探討與研究業務人員的就業力。 本研究發展出32項業務人員之就業力項目，研究分析採用獨立樣本檢定及變異數分析。 分析結果指出，人際關係、情緒智商、工作態度、學習態度與責任感，為業務人員應該優先發展及較重要的就業力項目。 網路行銷能力、財務相關管理能力、電腦文書處理技能、電腦基本應用與英文能力，在本研究中，相對地則被業務人員視為較不重要的就業技能。此研究結果，部分符合本研究的文獻中，某些學者的觀點。 此外，不同性別、年齡與職位的業務人員，對於業務人員的就業力，也有不同的看法。Item A Study on the Training Needs Analysis of Financial Planners(2009) 林勝豪; Richard, Sheng-Hao LinThe study aimed to explore the relevant training issues of financial planners, the professionals in charge of the wealth management business in banks. The research includes the training needs analysis and financial planners’ perspectives toward their training and professional development. The study utilized in-depth interviews, a technique of qualitative approach, to explore the contexts of the organizations, the job, personal performance issues, and learning of financial planners. Ten professionals in financial planning field were interviewed. The research findings are the detailed contexts that can be categorized into four parts. First on the organizational issue, there are organizational problems of (1) establishing organizational fame and brand, of developing their professionals, of (2) re-constructing their organizational system to maximize the business efficiency and effectiveness, and of (3) innovating competitive products for differentiation in those banks. Second on the job analysis issue, to perform the job well, financial planners must develop effective strategies to enhance the three most important competencies: (1) strong mental strength to live with pressure, (2) client pool developing, and (3) knowing the market trend. To acquire the three competencies, it is demanded that financial planners should have other complex knowledge and skills e.g. professional knowledge of finance, interpersonal skills, together to perform successfully in their job. Third on the person performance issue, performance difficulties and problems can be summarized as being caused by (1) the bear market, (2) poorly set performance standard and goals, (3) customers’ distrust, and the (4) heavy requirement of financial planners’ knowledge and skills. On the personal analysis, (1) resistance to be transferred into the wealth management field, and (2) work pressure resulted from heavy workload, and (3) personal laziness and impatience toward their job and customers are the major person problems. On the learning issues of the financial planners, experiences that help establish client pool by being a senior staff in the same branch and experience that help understand the market trend in a securities company are explored. On the learning channels, financial planner acquire their competencies majorly through (1) internal corporate training, (2) reading, (3) financial planning exhibitions and conferences, (4) Taiwan Academy of Banking and Finance, (TABF) and Securities and Futures Institute, (SFI), (5) learning from skillful, experienced clients secretly, and (6) certification and training to satisfy their training needs.Item 策略談判人員職能模型之研究：看奧會模式談判歷程(2007) 黃瓊儀; Chiung-I Huang摘要 各行各業甚至體育界都有需要談判的時候。眾所周知的例子就是我國體壇目前使用的「奧會模式」。奧會模式是當年國際談判的產物，適用於奧林匹克活動架構下的所有體育運動組織。本研究旨在經由奧會模式談判歷程的觀點來探討策略談判人員的職能，進而建構策略談判人員職能模型。本研究訪談了參與奧會模式及體育事務談判的人員，以及參與加入世界貿易組織、亞太經濟合作會議，和經濟合作發展組織等國際組織談判的相關人員，強化本研究有關談判資料的內容。 本研究結論得出建構策略談判人員職能模型，計可涵括十二項主要職能如下：(1)行動導向，此一職能讓談判者能達成目標並訂定務實可行的解決方案；(2)主動性：談判人員應自動自發，並瞭解自己的優缺點，能採取主動達成組織目標；(3)人際關係影響力，發展人際網絡暨夥伴關係，具備說服他人的能力；(4)認知能力促使談判人員得以判斷分析組織優勢及劣勢，開發相關領域的技術、專業及管理知能；(5)彈性與適應性使談判人員隨時迎接變化，調整行為與作業方式，因應變動和意外挑戰；(6)溝通技巧協助談判人員有條不紊的表達意見及事實；(7)衝突管理能力使談判人員得以正面具建設性的態度解決衝突、紛爭及歧見；(8)管理技巧與領導統禦能力促使能與他人協調並評量進度；(9)開發他人能力得以激發並教導團隊成員達成目標；(10)建構團隊能力使談判人員有能力打造及管理團隊；(11)個人特性有助於談判的進行；(12)公共關係有助於與媒體建立良好關係及促進溝通的效益。Item 多國籍企業人力資源高階主管之職能研究(2005) 張可翰; Koko ChangIn the process of multinational corporations (MNCs) operation and development, the top HR manager takes a great responsibility of assisting the corporation to establish organization abroad, and manage the global workforce and international human resource practices. For understanding the competencies of the top HR manager in MNCs, researcher reviewed the related literature for understanding the background of the research and developing the research purposes that generalized from the problems. The study adopted the multiple cases of qualitative methods and in-depth interview method, researcher tried to find the appropriate interview subject and developed the interview instrument for implementing the interview. The interview content and information were arranged, analyzed and discussed after each interview. The major findings in the study are present as below: 1. The practices of top HR manager in MNCs are generalized into 6 categories those are Strategic Partners, Administrative Experts, Employee Champions, Change Agents, Coach and Coordinator. 2. The competencies for top human resource manager in a MNC arranged and coded form interview transcription are generalized into 3 categories those are (1) Strategic thinking which include Business planning involvement, Human resource practice Alignment, Consultation providing, Organization diagnoses, Human resource planning, Competency need assessment. (2) Operational abilities which include Communication, Flexibility,Knowledge, Experience, Leadership, Learning ability. (3) Personal trait which include Enthusiastic, Aggressive, Reliable, Self-control and Creativity.