關鍵人才培訓結合雙生涯發展對組織認同、角色認同與工作績效之關聯性研究—以全家便利商店為例

Abstract

人才是企業長期競爭力的關鍵因素，個案公司為建立具備專業深度的競爭優勢，長期計畫性培養未來策略發展領域的關鍵人才，並因應關鍵人才在組織內的生涯發展，建構雙軌晉升的雙生涯路徑。本研究旨在探討該公司關鍵人才培育制度對於工作績效、組織認同與角色認同的影響，以個案公司所遴選出的關鍵人才作為研究對象，並追蹤各領域關鍵人才於訓練前、訓練期間及訓練後的任務性績效數據作為分析資料。有關訓練成效與任務性績效的因果關係驗證，採單一個案研究法的平行跨參與者及平行跨條件的多基線設計，至於關鍵人才培訓結合雙生涯發展對情境績效、組織認同與角色認同的關聯性，則採質性研究的深度焦點訪談，以內容分析來進一步探究其關聯性。本研究發現關鍵人才培訓對於任務性績效的提升具有正向因果關係，關鍵人才培訓結合雙生涯發展對於情境績效、角色認同與組織認同的提升具有關聯性，而角色認同對於工作績效提升具有正向關聯，但組織認同對工作績效提升的關聯性不高。本研究的發現對於個案公司人力資源發展單位及管理階層，針對關鍵人才未來的專業訓練模式、生涯管理制度、人員遴選及汰換，可以作為進一步精進的參考。

Talent is the key factor to a company’s long-term competitiveness. In order to establish a competitive advantage with professional depth, the subject company implemented a long-term plan to develop key talent in the field of future strategic development; in order to address the career development of key talent within the organization, a dual promotion of dual career path was established. The purpose of this study is to explore how this company’s key talent training system affects work performance, and identification with the organization and their roles. Key talents from various fields selected by the subject company were chosen as research subjects to track their mission-based performance data before, during, and after training for analysis. Verification of the causal relationship between training benefits and mission-based performance was established by a single case study method with parallel cross-participants and parallel cross-conditions in a multi-baseline design; scenario performance of key talent training with dual career development and the correlation of organization and role identification were investigated using qualitative research-based in-depth interviews before using content analysis to further explore their correlation.This study found a positive causal relationship between key talent training and improved mission-based performance; key talent training integrated with dual career development exhibited correlation to an increase in scenario performance, role identification, and organization identification; role identification exhibited a positive correlation to increased work performance, but organization identification did not show a significant correlation to an increase in work performance. This study found that the subject company’s human resource development department and management level’s systems for professional training, career management, staff selection or elimination for key future talent can be used as a reference for further refinement.