隨著經濟成長與社會發展，台灣已逐漸出現高齡化社會問題，造成人口結構斷層，加劇人才市場競爭程度。在以家族企業為主的台灣，普遍企業創業的第一代都已經逐漸接近退休年齡，引領產業的前三十大集團企業有超過六成的接班佈局不明更突顯台灣在人才培育與接班上的忽視與問題，企業要達到永續經營，必須要傳承。因此，本研究以台灣鋼鐵加工業的YC公司為案例，透過系統化的人才規劃佈局，協助YC公司規劃一套完整的接班人計劃。

本研究透過次級文獻資料的搜集分析，比較不同企業的接班人制度規劃，釐清不同組織接班模式的型態。而後，訪談YC公司高階主管的策略規劃與接班佈局，並以360度評估來檢視組織接班人選的能力與條件，進而規劃YC公司的接班人培育模式。

本研究透過對鋼鐵加工業接班規劃的個案研究，提出一套適用於台灣家族企業的接班規劃模式，希望能給予台灣企業在組織接班規劃上的方向與指導原則，改善台灣多數企業在接班人規劃佈局上的不明確，提升企業的永續經營能力。

關鍵字：鋼鐵加工業、組織接班人規劃、接班人才培育

Following the economic growth of Taiwan’s society, the aging problem emerges causing generation gaps which exacerbated talent competition from the human resource market. Taiwanese companies are mostly family-owned business. However, the first generation of entrepreneurs is closing to retirement but lack of sufficient talent as successors. One third the top 30 corporations in Taiwan are lack of clear succession planning. This is to say; succession planning is neglect by Taiwanese company. Therefore, this research is trying to help the case companies to plan a complete succession plan through a systematic human resource arrangement.

In this study, through the collection and analysis of sub-literature data, we compared the succession planning of different companies and clarified the patterns of succession patterns of different organizations. Then, we interview the strategic planning and succession layout of senior executives of the case company and use the 360-degree assessment to examine the ability and conditions of succession candidates, to plan the succession training model for its future successor.

Through a case study of succession planning in the steel processing industry, this study proposes a succession planning model suitable for Taiwan's family-owned enterprises. It hopes to give Taiwanese enterprises the direction and guiding principles for the succession planning of enterprises and improve the chance of success.

keywords: steel processing industry, succession planning, succession development

論文審定書 i
致謝辭 ii
摘要 iii
Abstract iv
目錄 v
圖次 vii
表次 viii
第一章 緒論 1
第一節 研究背景與動機 1
第二節 研究目的 1
第三節 研究流程 2
第四節 研究範圍與限制 2
第二章 文獻探討 4
第一節 企業接班人計劃 4
第二節 企業接班人的人格特質 5
第三節 企業接班人的管理才能 5
第四節 企業接班人的人才培育 6
第三章 研究方法 8
第一節 個案公司簡介 8
第二節 研究架構與流程 11
第三節 質化訪談與個案研究 11
第四節 人格特質測驗 12
第五節 領導力測驗 12
第六節 接班人績效考核評估 12
第四章 研究結果與討論 13
第一節 業界接班人管理的最佳實務分析 13
第二節 個案公司的發展策略與接班規劃 16
第三節 企業接班人的特質評估 17
第四節 企業接班人的能力評估 24
第五節 企業接班的風險評估 28
第五章 結論與建議 31
第一節 個案企業接班規劃的實務建議 31
第二節 未來研究建議 33
參考文獻 34
附件一、訪談大綱 37
附件二、大五人格特質測驗問卷 40
附件三、領導力評估問卷 41
附件四、績效考核評估表 43
附件五、個案訪談摘錄 44

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