國際人力資源發展研究所

Permanent URI for this communityhttp://rportal.lib.ntnu.edu.tw/handle/20.500.12235/118

∥ 系所沿革

在全球化潮流下,國際人力資源的發展更趨重要。相對地,國際人力資源專業工作者的培育需求也必然更顯迫切。在此背景下,國立臺灣師範大學「國際人力教育與發展研究所」(Graduate Institute of International Workforce Education and Development, IWED)於民國九十二年(九十二學年度)成立,隸屬於科技學院;於民國九十八年(九十八學年度)更名為「國際人力資源發展研究所」(Graduate Institute of International Human Resource Development, IHRD),並改隸國際與僑教學院。民國一百零三年(壹零三學年度),國際與僑教學院與社會科學院合併後更名為國際與社會科學院。

∥ 系所特色

本所成立於民國九十二年,為全國第一所採用全英語授課,並同時招收本國籍與國際學生的系所。以培育國際企業、各國政府機構及國際性非營利組織人力資源規劃與管理專業人才為目標。本所的成立及發展正是反映前述時勢所趨,希望成為引領此領域之先驅,提供學生發展成為國際化人力資源專業人才的基礎和專業課程,以培養其具備進入全球化職場的素養和關鍵知能,學生在畢業後授予管理學碩士學位(MBA Degree)。

本國學生的招生方式包含推薦甄選及碩士一般生考試,考試科目為「管理學」和「英文」;國際學生的招生方式為申請入學和僑生海外聯招。國際化是我們的一大特色,除了師大的學習環境之外,本所與美國伊利諾大學香檳分校University of Illinois at Urbana Champaign (UIUC)長期學術合作,學生在完成課程且通過甄選後,可申請赴UIUC擔任訪問學生,提供學生多元學習的環境與機會。

∥ 本系教育目標

一、培育人力資源發展與管理之專業人才。

二、培育國際化與跨文化管理之專業人才。

∥ 歷屆學生來源

本所歷屆的學生來源除本國學生外,包括美國、加拿大、巴拿馬、貝里斯、宏都拉斯、尼加拉瓜、聖露西亞、薩爾瓦多、玻利維亞、聖克里斯多福、海地、法國、西班牙、波蘭、羅馬尼亞、匈牙利、捷克、波斯尼亞、塞內加爾、拉脫維亞、俄羅斯、布吉納法索、甘比亞、馬拉威、史瓦濟蘭、印度、泰國、菲律賓、印尼、日本、蒙古、越南等國。學生在大學主修有商管、經濟、心理、教育、外語、政治、社會、英語、中文、及工業設計等等,十分多元,是一個真正國際化的學習場域。

∥ 學生未來出路

本所國內畢業生英語文能力及人資專業在各界備受肯定,且畢業生遍佈知名企業如:台積電、台達電、宏達電、鴻海集團、緯創、台電公司等知名企業;此外,學生也可朝公務體系發展,或繼續深造博士學位。

外籍學生中,外交部國合會推薦學生大多為各邦交國官員,畢業返國後通常擔任該國人力資源發展之重要職務。

∥ 師資

目前本所的師資係結合了六位本所專任教師,以及多位兼任教師共同投入及組成本所堅強優秀教學陣容,每一位教師皆擁有國內外著名大學博士學位,不但能以英語授課,學術涵養亦十分深厚。未來將持續努力透過傅爾布萊特獎助(Fulbright Grant)計畫與本校學術交流交換等管道,禮聘客座教授或交換教授於本所任教。

Browse

Search Results

Now showing 1 - 3 of 3
  • Item
    台灣銀行業外派大陸經理職能探討之研究
    (2010) 林珮萱; Pey-Shiuan Lin
    台灣銀行業近年來逐漸增加至大陸投資的頻率以擴展市場。在擴展市場初期,台灣銀行業派遣許多經理至大陸發展經營生意。外派人員的管理已成為一重要課題。因此,此研究主要在訪談台灣銀行業經理以探索其派遣至大陸所需的職能,主要研究問題有以下幾點: 1. 台灣銀行業外派大陸經理的甄選條件。 2. 台灣銀行業外派大陸經理需扮演的角色與職責內容。 3. 台灣銀行業外派大陸經理需具備的職能。 4. 台灣銀行業外派大陸經理的訓練課程內容。 根據訪談內容,本研究歸納出台灣銀行業外派至大陸經理所需具備的知識,技能,經驗及人格特質,並可做為未來台灣銀行業外派大陸經理參考依據。 關鍵字:職能,職能模型,外派經理,銀行
  • Item
    多國籍企業人力資源高階主管之職能研究
    (2005) 張可翰; Koko Chang
    In 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.
  • Item
    The Perceptions of Human Resource Development Professionals in Taiwan Regarding their Working Relationships with Subject Matter Experts (SMEs) during the Training Design Process.
    (Taylor & Francis, 2008-07-01) Lin, Y. C.; Jacobs, R. L.
    While the literature supports the importance of establishing a relationship between designers and subject matter experts (SMEs) in the training design process, this approach is not followed in all global practices. The purpose of this study was to identify the perceptions of human resource development professionals in Taiwan regarding their working relationships with SMEs. The respondents of the study were HRD professionals who worked in high-tech companies located in a science park in Taiwan. The study found that a significant relationship exists between the ability to work with SMEs and current ability in the training design process among HRD professionals who had worked with SMEs. This study provides implications for the professional development of HRD practitioners and HRD practice in Taiwan companies. Cross-cultural issues are discussed to explain inconsistencies between the results and US-based perspectives on the training design process.