| Abstract: | 農會在台灣成立已超過百年，服務對象包括農民及農民家屬，約700萬人，從事業務非常廣泛，係一非常重要之社團。
1980年正式成立聯合訓練機構，至今已辦理27年；雖然主管機關於法規中明訂擔任農會主管之前必須先受主管訓練之條文，但對主管之養成卻未有完整訓練體系之架構。因此本研究乃以透過農會主管核心能力之選定，並確認每一核心能力的內涵及行為準則，設計符合主管核心能力與訓練需求之培訓課程，藉以架構農會主管培訓制度。
研究方法以文獻探討、專家座談、深度訪談及問卷調查的方式，選定農會主管所需之六項核心能力：專業能力、溝通與協調能力、創新變革能力、領導能力、行銷服務能力及資訊能力。經由座談及深度訪談界定出農會主管所應具備之每一核心能力的訓練需求及需求內涵及行為準則共23項。透過農會內部抽樣調查，回收405份問卷經整理比對後，發現農會總幹事或員工對農會主管之主要訓練需求與座談或訪談所得結果大致吻合。
訓練制度包括訓練目的、調訓方式、訓練時數、訓練方式及課程示例等。訓練目的依據每一不同核心能力之養成而有所不同。訓練方式則建議分成傳統式與學程制兩種，傳統式訓練因時數受限，六項核心能力之訓練需求必須以討論方式進行需求之完成。學程制則係將每一核心能力之養成分成單一學程，每一學程時數不一，完成六項學程方取得主管養成培訓之所有學習分數。究應採何種方式進行，(以上紅字刪除)農會主管機關、訓練機構及農會應深思何種方式其訓練成效較佳。
研究結果顯示，農會員工之在職訓練，聯合訓練機構應架構一套完整之訓練制度，每一訓練班期應先了解訓練對象之訓練需求，訓練方式亦應有所不同，訓練結果應能提升受訓對象核心能力，方為有效之訓練。本研究在農會人力資源管理意涵上，提供主管機關深入探究主管培訓之內涵而非結業證書之有無；另提供訓練機構及農會了解有關農會主管核心能力之養成應符合組織目的變革、業務改進、服務績效、環境變遷及未來之所需。
The Farmer Association has been established in Taiwan for more than one century, the customers who Farmer Association serving are more than seven millions that includes the farmers and their families. Their business scope is very wide, the Farmer Association is a very important organization indeed in Taiwan.
In 1980, the Farmer Association established a Joint Training Union Officially（NTIFO）. Although the regulations clearly defined the managers in Farmer Association must have to be well trained before taking their manager positions, there has not been a completed training system to develop the managers’ competencies. This study tries to identify the core competencies of the manager and confirm the contents and guideline of each competency in order to design some training courses to develop managers’ core competencies and training needs. The target for this study is to provide suggestions for developing training system to train managers in the Farmer Association.
Using literature review、expert panel、deeply interview and questionnaire methods，we identify six core competencies which are criteria for being promoted as a manager in the Farmer Association. The six core competencies are professionalism, communication skills, innovation, leadership, marketing and service capability, and finally information management. Through the panel and depth interview, we have identified 23 items are required for being a manager in the Farmer Association, these 23 items are about the training needs, demand side, and the principles of behavior of each competency. According to the internal survey in the Farmer Association, by analyzing 405 questionnaires, the executive chair of Farmer Association or employees have almost the same understanding as the results of panel about the major training needs for the managers.
The training system includes the training purpose, trainee arrangement, training hours, training methodology, and training examples. The training purpose is various and depend on the core competency development. The training methodology is proposed to be “Traditional” & “Program model”. The traditional training is constrained by the training time, so that the way is to through some comprehensive discussions to complete the Six core competencies development. The program model is defined to have single course to develop each core competency, the training time is designed by each different course. Without finishing the total six courses, the manager candidate can’t be awarded.The Council of Agriculture, the training institute and the Farmer Association will have to consider which way is better to enhance managers’ capability.
The result of this study reveals the Joint Training Union has to build a completed training system to offer job training for employees in the Farmer Association. Each training program has to fit the needs of the trainee significantly. The training methodology has to be flexible absolutely. An efficient and productive training must be able to enhance the trainee’ core competencies. This study does enrich the humor resource management in the Farmer Association, helps the Council of Agriculture concentrate on the importance of the manager development instead of just giving graduate certificate easily. In addition, this study provides the training organization and the Farmer Association some concepts about how to well develop the manager’s core competencies which should match organization goal change, business improvement, service offering, environment change, and future needs. |
