觀光產業菁英培訓計畫之成效分析--以美國迪士尼培訓計畫為例

Abstract

2009年行政院公佈的「觀光拔尖領航方案」中，提及「拔尖」、「築底」、「提升」等三個行動方案；其中「築底」方案的「菁英養成」計畫，特別安排與國際知名學院合作，薦送優秀觀光從業人員及觀光系所教師出國受訓。本研究旨在瞭解此第一次的觀光菁英赴海外訓練計畫，安排至國際上觀光遊樂業界的翹楚華德迪士尼公司(Walt Disney)所屬的迪士尼學院(Disney Institute)中最大的奧蘭多中心培訓，透過文獻理論、彙集資料，並採CIPP評鑑模式針對觀光拔尖計畫中，築底方案的菁英養成計畫之「美國迪士尼培訓團」，以半結構式之深度訪談九位參訓者包括四位觀光學系現任專任教師、兩位旅行業者、三位遊樂園業者及承辦單位後，依CIPP模式的背景情境(context)、投入(input)、過程(process)與成果產出(product)等四向度加以分析，並以實際參與觀察者的角度，採質性分析方法，綜合歸納提出結論與建議。研究發現如下：（ㄧ）多數參訓者對菁英養成計畫內容與目的不熟悉，承辦單位對初期的宣導不夠周延，影響訓練成效；（二）迪士尼的課程內容理論與實務兼具，不只適用遊樂園業者，其理論精神與概念可適用於相當多的業別，而課程獨到之處，皆獲得所有參訓者之肯定。（三）整體計畫執行成效，其成功之處在於迪士尼課程內容之安排，然應改善之處，則在於課後行程規劃沒有太多學習活動的安排，導致部分學習成效不彰。有鑒於此，未來公部門應提早推廣培訓計畫、增加宣傳管道，並派員全程隨團，確保計畫內容的執行與成效，才能更強化的為國家未來人才培訓做妥適的規劃，真正達到提升國際競爭力的目標。In 2009, the Executive Yuan announced the "Project Vanguard for Excellence in Tourism." which emphasized three action programs consisting of the "Project Summit", "Project Keystone" and "Project Propeller". In terms of the "Project Keystone (Re-laying the foundation of tourism) at the tourism talent cultivation plan, it specially arranges to cooperate with the international renowned college, and recommends the elite tourism practitioners and teachers to go abroad for the training. Thus, the study aimed at understanding thefirst launching of Tourism industries elite overseas training plans, which were arranged at the largest Orlando Disney Institute’s training center of the Walt Disney Company. Based on the literature review, data collection, and CIPP evaluation model, the study adopted the semi-structural in-depth interview technique to interview 9 respondents including 4 tourism college teachers, 2 travel agents, and 3 amusement park representatives. According to the 4 dimensions of the CIPP models, context, input, process and product, as well as the perspective of participative observer, the study conducted a qualitative research method for the data collection and analysis. The results were as follows: (I) Most of the participants were not familiar with the elite training program’s content and purpose. The organizer did not well convey the plan thoroughly which affected the effectiveness of training; (II) Disney combined theoretical and practical curriculum which were not only suitable for the amusement park operators, but also applicable to many industries. In addition, the uniqueness of Disney curriculum received all participants’ positive approvals. (III) In summary of the effectiveness of the training program, the arrangement of Disney curriculum was successful; however, it should be improved in some parts such as enhancing more learning activities after class trip planning. In light of this, the public sector should promote training programs in advance for the future, increase more information channels for public awareness, designate full participation representatives and assure that the plan is conducted effectively. By doing so, there will be a suitable planning for human resources training so as to achieve the goal of elevating international competitiveness.