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。

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系所網址：http://www.ihrd.ntnu.edu.tw/main.php

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Now showing 1 - 6 of 6
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    Training and Development Impact on Employees’ Performance in the Administrative Cadre of the Personnel Management Office in The Gambia
    (2013) Baboucarr Sarr; Baboucarr Sarr
    This study in an attempt to examine the training and development impact on employees’ performance in the administrative cadre of the Personnel Management Office (PMO), being the human resource unit of The Gambian Civil Service, investigated whether the trainings were meeting the training needs of administrative officers and whether there had been any improvement on their skills. The study also investigated whether training and development had made any significant changes to the administrative officers’ job performance and the impact of such performance on PMO and the Ministries on their service-delivery with reference to Kirkpatrick’s four-level evaluation model (reaction, learning, behaviour, and results). The research and interview questions were adopted and further developed to enhance their validity and credibility of the research. The study sample comprised four trainees (two from PMO and two from the Ministries), three heads of departments of the Ministries, and three senior management officers of PMO, who are both providers and beneficiaries of the training and development. Participants were interviewed and relevant documents at PMO reviewed for data collection. The interviews’ data were recorded and transcribed. Then the coding was done, categorized and themes identified, which helped establish the findings in line with the research questions. Results revealed that trainees’ training needs were basically met and skills improved significantly. Trainees also demonstrated improved job-related behaviours, which impacted positively on PMO and the Ministries in terms of timely individual and overall service-delivery, despite some identified short-comings based on which suggestions were made.
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    The Relationship between Training and Development and Organizational Commitment of Private Service Companies in Mongolia: Job Satisfaction as the Mediator
    (2019) 穆易白; ABAI MURAT
    In this permanently and aggressive developing marketplace, training and development and organizational commitment are focused on those essential and important factors in an organization. There are many researchers have been investigated the factors in the organization such as training and development and organizational commitment. Also, there are several studies found that job satisfaction positively related to training and development as well as organizational commitment. This study proposed to investigate the relationships among training and development, organizational commitment and job satisfaction as a mediating role within the private service companies in Mongolia. The data collected via online survey, 250 full time employees was analyzed with SPSS and AMOS. The results of the hypotheses test confirmed that training and development is positively related to organizational commitment. Results also showed that job satisfaction mediated the relationship between training and development and organizational commitment. The findings of this study also provided knowledge in the practical way to the private companies in Mongolia with perception of training and development, organizational commitment, and job satisfaction.
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    The Relationship of Training and Development, Compensation, Job Stress, Job Satisfaction and Organizational Commitment: An Example of a Commercial Bank in Honduras
    (2016) 羅葆菈; Nancy Paola Rodríguez Zavala
    Organizational commitment and job satisfaction are important predictors of organizational performance and help organizations reach competitive advantage. In order for organizations to survive during times of economic recession they have to make extra efforts to keep the employees satisfied and committed towards the organization. There are many factors affecting employees’ job satisfaction and commitment, this study focuses on the factors of job stress, training and development and compensation. The data for this study was collected from 250 employees of Banco Atlántida, Honduras most important bank. SPSS statistics software was used to analyze the data. The results obtained indicate that training and development and compensation have a positive and significant effect on job satisfaction; job stress however has a negative but significant effect on job satisfaction. The results also indicate that job satisfaction has a positive and significant effect on organizational commitment. Lastly, job satisfaction showed to have a mediator effect between independent variables, training and development, compensation, job stress and the dependent variable organizational commitment. This study contributes and gives more information to the banking industry in Honduras, especially to Banco Atlántida, about the real situation of the employees.
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    An Empirical Study of Training and Development, Psychological Capital, Employee Job Satisfaction and Organizational Commitment in a Public Organization: Evidence from The Gambia Revenue Authority
    (2015) 施愛娃; Awa Sillah
    A well-organised human resource development programme is a critical strategy for public organizations, as in the coming years human capital will increasingly play a significant role in organizational development. Notwithstanding, the human resource commitment and turnover is one of the biggest concerns of organizations especially in the 21st century. This study was conducted in The Gambia to explore strategies that public organizations could consider for increasing employees’ commitment behavior in order to achieve national development mandates. Thus, this study departing from the emphasis in prior behavioral research developed a framework of organizational commitment that incorporates training and development, employee job satisfaction and psychological capital. The analyses of the data collected from 257 employees of The Gambia Revenue Authority indicated that training and development and organizational commitment are associated positively, and that, employee job satisfaction and psychological capital partially mediates the relationship. This research used a quantitative research paradigm, and prior to the data collection, the study adopted validated measurement instruments from previous researchers who have conducted studies on these constructs. Thus, to confirm their suitability, the instruments have gone through the process of face validity, pilot study and construct reliability. The data was analyzed using SPSS 22 and Amos to compute descriptive statistics, confirmatory factor analysis, correlations, linear and multiple regressions. Thus, this study may lead to a better understanding as regards to how human resource development practitioners can design policies that may enhance organizational commitment behaviors in public enterprises. Based on the results of this study, practical and theoretical implications were discussed.