有鑑於台灣電子業已發展近五十年。期間，整體社會已有巨大變遷。包括國民教育程度提升、生活型態與價值觀產生世代差異，以及資訊管道快速擴增…等。然而，製造業因歷史悠久，管理風格鮮少受到外部衝擊。中、基層擔任日常管理的主管，沿用個人的發展經歷，自我複製領導風格相近的部屬；並專注於工廠思維強調「精熟度」與「專業度」。
不過當今環境瞬息萬變，又電子製造並非單純傳統勞力密集的製造業。為能永續發展，複合型人才的敏捷與整合能力，或其他當代人力資源管理所建議的理想職能，應當受到重視。本研究以某電子公司為個案。因該公司符合創立年代早、人員年資跨度大、管理風格較傳統等特徵；欲保有人才吸引力，與承續團隊的適配性及穩定性，宜建立完整的關鍵人才辨識指標，作為中、基層主管遴選、培養人才的評估工具。
雖現已有許多文獻對人才辨識指標提出建議，惟並未就產業別的特性進行討論，而企業內部的文化訴求，也可能另發展出獨特的指標項目。故本研究將採納文獻建議，並向個案公司中、高階主管進行質化訪談，以理解產業獨特性與企業文化及願景。再統整及匯出建議的關鍵人才辨識指標。
本研究透過質化方法彙整出，兼具個案公司產業特性與企業文化的關鍵人才辨識指標，以及該企業的競爭優勢；能供個案公司針對較能維護企業競爭力的項目進行資源分配。

Electronics manufacturing industry has been established almost 50 years in Taiwan. With decades passed, the whole society transformed dramatically for several times; includes better education, generation gap of life style or value, great amount of fast lanes to information and so forth. However, due to this industry’s history, its management is seldom impacted. The supervisors, who are in charge of daily management, followed their own development experiences that focus on “proficiency” and “skill”. This kind of phenomenon could be a crise to deal with a VUCA era, since electronics manufacturing industry doesn’t rely only on pure workforce as other traditional factories. It also takes engineering and knowledge-based employees. To be sustainable, companies in this industry is suggested to put emphasis on agileness and coordinating of mutil-ablity talent, or other traits that contemporary human resource management advised.
This research bases on Company M, an electronics manufacturer, who entered the industry quite early, and contains employees come from several generations. Their management style is also tradition. For raising attractiveness to talent and finess of succession team, creating a list of key talent identification is a considerable option; so that, daily management supervisors can take this list as a tool of seleting and developing talent.
Although we already have literatures that provide indicators in hand, we believe the gap of industry and organization culture can make differences. Therefore, this research will consider the literatures’ contribution then program interviews with mid-level and high-level managers of Company M, to find out the unique indicators fit them most. We expect this research can integrate competent and potential that future leaders in Company M need, to build up a best succession team. And the discussion about the substaintial competivity may guide Company M to develop their philosophy of resource distribution or allocation.

論文審定書 i
摘 要 ii
Abstract iii
圖次 v
表次 vi
第一章 緒論 1
第一節 研究背景與動機 1
第二節 研究目的 2
第三節 研究流程 3
第二章 產業現況 5
第一節 電子製造業產業介紹 5
第二節 電子製造業趨勢分析 6
第三節 個案公司簡介 8
第三章 文獻探討 10
第一節 資源基礎理論 10
第二節 M公司企業文化解析 11
第三節 建議人才辨識指標 12
第四章 研究設計 23
第一節 研究結構 23
第二節 研究方法 24
第三節 研究過程 25
第五章 實證分析 26
第一節 資料分析結果 26
第二節 研究結果 32


第六章 結論與建議 35
第一節 結論 35
第二節 建議 37
第三節 管理意涵 38
參考文獻 39
一、中文文獻 39
二、外文文獻 40
附錄一、潛在人才辨識指標建議歸納來源彙整表 46

 
圖次
圖 1- 1研究流程圖 3
圖 2- 1電子製造鏈流程 5
圖 2- 2電子業市場趨向示意圖 8
圖 3- 1追隨者類型「概念示意圖」 20
圖 4- 1研究結構圖 21

表次
表 3- 1建議人才辨識指標 13
表 5- 1被動區辨關鍵人才特質結果 28
表 5- 2關鍵人才辨識指標─以M公司為例 30

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