蔡錫濤Shir-Tau Tsai張欽杰Chin-Chieh Chang2019-09-032003-7-292019-09-032003http://etds.lib.ntnu.edu.tw/cgi-bin/gs32/gsweb.cgi?o=dstdcdr&s=id=%22N2003000183%22.&%22.id.&http://rportal.lib.ntnu.edu.tw:80/handle/20.500.12235/96949薄膜電晶體液晶顯示器(Thin Film Transistor-Liquid Crystal Display, TFT-LCD)是我國全力發展的高科技產業之一，根據經濟部的「兩兆雙星」計畫，希望在2006年時，國內高科技產業中的半導體業產值和影像顯示產業，產值各達到一兆元以上，是台灣繼半導體產業後，另一項產業新焦點，因此選定TFT-LCD產業為本研究之標的。 有鑑於國內有關生產管理人員職能之研究並不多見，為達成研究目的，本研究採取質化研究方法之多重個案研究，選取TFT-LCD產業已達量產階段的三家企業，來建構生產管理人員之職能要素。最後，藉由生產管理和職能文獻相關議題的探討，瞭解實務操作上和理論的落差為何？進而發展與確認生產管理人員的職能要素，以提供往後企業在甄選或人力資源發展的參考。而本研究最後所得的主要結論如下： 一、生產管理職能要素 本研究之生產管理職能要素共可分為成果與行動管理群、團隊領導與合作群、專門知識與技術群、人際溝通與服務群、個人效能群、個人認知群、培養與指導他人群等七個群組。並分別依據核心職能和表面職能來說明： （一）核心職能 本研究中所得的核心職能包含了成果與行動管理群、人際溝通與服務群、個人效能群、個人認知群等，這類職能是屬於較深層之人格中心能力。因為其難以探索與發展，企業在進行招募時可考慮利用面談技巧、性向測驗等甄選工具來篩選具有該特質的人員。 （二）表面職能 本研究中這類職能則包含了團隊領導與合作群、專門知識與技術群、培養與指導他人群等。它是屬於表面的職能，例如專業知識、管理技巧等，因為比較容易發展，所以教育訓練、進階管理訓練正可解決生產管理人員這方面知識、技能的不足，是提升這方面能力的良方。 二、職能和人力資源策略之關係 當職能模式確立之後，我們就可以依照職能要素的性質來進行甄選、訓練與發展、薪酬和績效管理等。而職能類型的不同，我們就必須運用對應人力資源策略的來增強該項職能，使其發揮最大的的效能。Thin Film Transistor-Liquid Crystal Display（TFT-LCD）is one of highly developed High-tech industry in Taiwan. Unfortunately, there was little research related to the production management engineers’ competences. The study adopted the multi-case study method to construct the competence model for production management engineers in TFT-LCD industry. To collect the research data, several production management engineers of three leading LCD manufacturers were interviewed. Finally, developed and identified competence model was offered to HRD for the recruiting reference. The conclusions of study are as follows： 1. Production management competencies Production management competencies included （1）outcome and action management clusters,（2）team leadership and cooperation clusters,（3）professional knowledge and techniques clusters, （4）interpersonal communication and services clusters（5）self-effect clusters,（6）self- conscious clusters,（7）training and conducting clusters. Based on Spencer’s core and surface competence model, the competencies were identified as the followings: 1-1 core competences The core competences in the study included outcome and action management clusters, interpersonal communication and services clusters, self-effect clusters, self- conscious clusters, etc. The type of competences at the base of personality is more difficulty to assess and develop. It is effective to use some interview skills and aptitude tests to select for these characteristics. 1-2 surface competences The surface competences in the study included team leadership and cooperation clusters, professional knowledge and techniques clusters, training and conducting clusters. The professional knowledge and managerial skills are at the surface of personality. It is easy to change through training& development, and managerial development. When identifying the competence model, one can follow the character of competences and use it for recruitment, salary management and performance appraisal. For the purpose of increasing performance, it is necessary to use right human resource strategy to enhance the competence effects.高科技產業生產管理生產管理人員職能Hi-tech industryproduction managementproduction management engineerscompetence