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題名:企業高階管理人員內部篩選之概念性架構
作者:萬同軒 引用關係
作者(外文):TUNG-HSUAN WAN
校院名稱:淡江大學
系所名稱:管理科學學系
指導教授:陳海鳴
學位類別:博士
出版日期:1999
主題關鍵詞:評量因子評量方法高階管理人員人員篩選appraisal factorsappraisal methodsCEO successionselection
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本文將研究範圍界定在組織績效可為董事會接受時,由高階管理者所主導的高階管理人員內部篩選議題。由於目前對高階管理人員篩選議題之學術研究仍處於探索性研究狀況,因此,本研究除了對現行有關高階管理人員內部篩選議題之文獻加以整理歸納外,考慮由其他途徑來豐富高階管理人員內部篩選議題之概念,並嘗試以系統化的方式構建出概念性架構。
本研究首先分析現代文獻資料中的高階管理人員內部繼任篩選時所採用之評量因子與方法,整理得出評量因子可分為:工作才能、經驗背景、人格特質、價值觀等四類評量因子。而所使用的方法則包含:背景資料與參考資料查證、面談、測驗、工作歷史記錄、評價中心。本研究進而選取中國古籍文獻《古今圖書集成.觀人部》中的資料做為分析對象;分析《古今圖書集成.觀人部》中具備評量方法與評量內容的「完整描述語句」,歸納出《觀人部》中的人員評量方法可以區分為「測」與「觀」兩類,進一步分析發現《觀人部》中的評量因子包含工作才能、一般性品德與人格特質、價值觀體現過程中的行為規範、價值觀體現過程中的見識氣度等,本研究分別加以命名為:「才」、「德」、「常」、「識」。
為了概念性架構的周延性需求,本研究綜合現代相關文獻與《觀人部》中的高階管理人員繼任篩選時的評量因子,歸納出:工作才能、經驗背景、品格特質、價值觀等四類評量因子。而架構中所提出的評量方法則包含:針對候選人的以往工作才能、經驗背景、品格特質與價值觀的「資料查核」法、針對瞭解候選人的未來工作才能與品格特質的「測試」法、以及針對瞭解候選人價值觀體現的「觀察」法等三類評量方法。提出此一高階管理人員內部篩選之概念性架構後,本研究並與現代企業高階管理人員進行深度訪談,訪談結果與本研究所提出之概念性架構大致吻合。
This dissertation focuses on the subject to which incumbent CEO dominates the succession process among potential candidates. In order to construct a framework, the dissertation develops certain evaluation criteria and reassesses those criteria in modern literature as well as in the Chinese ancient books. A conceptual selection framework of inside CEO succession is presented in this dissertation. Asides from the candidates'' past performance and future performance predictions, this dissertation also emphasizes the importance of the value consistency between the candidates and the incumbent CEO. The author classifies the appraisal factors into four categories: working ability, background, personality, and values system. The selection appraisal methods are also classified into three categories: reference investigation, testing, and observing. Candidates'' working ability, background, personality, and value system are shown through the "reference investigation." To understand the candidates'' working ability and personality, selector can "test" the candidates. In addition, "observing" the deeds of a candidate under natural situations could make it easier to know the candidates'' "value system." All the related approaches and actors are also presented in the framework. Furthermore, the author interviews with CEOs of Taiwanese corporations to compare the conceptual framework with the real world, and the result shows the framework is applicable.
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