中小型室內設計公司留才策略之個案研究 Case Studies of Retaining Talent in Small and Medium-Sized Interior Design Companies

Date
2016
Authors
高美蘭
Kao, Mei-Lan
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Abstract
人才,始終是企業的根本,套用在室內設計公司更是如此。室內設計是個人力資源密集的行業,偏偏台灣的室內設計公司與台灣的其他行業一樣,以中小型居多,員工的流動率一直是企業主的頭痛問題,在苦思無解之下,最終只好視為「正常現象」。 坊間針對留才問題的探討多集中在組織激勵、員工滿意度、人格特質與組織生涯規劃等理論進行討論,缺乏實證。本研究正是透過訪談方式,深入了解13家30人以下、不同規模的室內設計公司如何留才,以及他們的留才現況,並從實務面回證理論面,分別從組織特性、離職員工、薪資福利、發展策略與留才策略等五大構面進行交叉分析。結論如下: 1.組織規模大的公司,留才效率比較好。 2.設計師、高學歷,比較容易離職,但離職原因不同。 3.採用彈性薪資制度可以有效激勵員工,達到留才的效果 4.發展策略與業績表現,直接影響公司留才的能力 5.提高員工的離職機會成本,留才效率最高 6.分紅、入股或內部創業等人才治理策略並非適用所有公司 訪談內容並渉及部分公司的發展策略與管理策略,本研究盡量完整呈現,相信在閱讀這13篇介紹時,可以帶給室內設計公司的經營者一些刺激與思考。
Talent has always been an essential part of an enterprise, and especially so in an interior design firm. The Taiwanese interior design industry is composed of small to midsize firms like a lot of other local industries, and has a high human talent demand. Employee turnover has always been an issue in the industry. But without any feasible solution, many employers can only treat it as a regular phenomenon. Common studies into the problem of talent retention have focused on theoretic discussion on topics such as organizational encouragement, employee satisfaction, personal trait analysis, and career path planning, but lacked empirical evidence. This research, however, interviews thirteen interior design firms of thirty employees or less, to gain an in-depth view of their current talent retention statues and measures used. Findings from five major fronts including organizational structure, employee departure, salary and benefit, career path development, and talent retention measures are studied through cross section analysis to confirm theoretical principles. Conclusions are summarized as follows. 1.Larger firm tends to have higher talent retention rate. 2.Designer of high educational background tends to quit more easily for various reasons. 3.Flexible salary structure can effectively encourage employees, which in terms achieve talent retention. 4.The growth strategy and its impact on firm performance is directly related to a firm’s talent retention ability. 5.Increasing the opportunity cost of employee turnover is most effective in talent retention. 6.Governance strategies such as bonus, employee stock option, and internal corporate venture may not apply to all firms. Interview contents reflect some company’s current development and managerial strategies. This study will try to present them to the fullest in hope to spark some creativity among the interior design firm owners or managers.
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Keywords
室內設計, 人力資源管理, 組織激勵, 留才策略, Interior design, human resource management, organizational encouragement, talent retention
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