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    Title: 我國中、高階軍官接班人計畫之研究
    Other Titles: The study of the succession planning for mid and high rank officers in military
    我國中高階軍官接班人計畫之研究
    Authors: 徐誌聰;Hsu, Chih-Tsung
    Contributors: 淡江大學公共行政學系公共政策碩士在職專班
    劉淑惠
    Keywords: 接班人計畫;接班人管理;人才庫;Succession Planning;Succession management;Talent pool
    Date: 2011
    Issue Date: 2011-12-28 18:28:20 (UTC+8)
    Abstract: 在知識經濟時代,「人才」是企業最寶貴的資產,少子化和高齡化的社會趨勢,使得組織中的人力斷層及中、高階主管人才短缺的問題更為明顯,建立接班人制度及完善領導階層培訓制度,已是本世紀不可忽略的重要趨勢。
    國軍雖有別於企業因退休潮、少子化及高齡化等因素,造成人力斷層、人力老化等問題,但隨著國際局勢的變化及先後推動「精實案」、「精進案」以及正在實施中的「精粹案」的影響,國防組織及部隊員額不斷精簡,許多編階不斷調降,俗稱「草莓族」的六、七年級生,即將接下調降後中、高階主管的職務,國軍同樣面臨因組織重組所造成的資深人才流失、高層年輕化、接班能力不足等問題。
    接班人計畫的施行,已經是刻不容緩,惟國軍尚未針對接班人計畫進行研究及討論,本研究係透過文獻分析及深度訪談,探討國軍中、高階軍官甄選與培訓制度,以瞭解接班模式與實施方式,並找出窒礙與相關問題,提出實務上的改進建議,期以建構國軍的接班人計畫。研究結果顯示,國軍的甄選與培訓制度,已具接班人計畫之芻型,而接班管理所採用的360度回饋,雖可弭補傳統績效考核之不足,但軍中講求一元領導、階級權威與服從命令,360度多元評鑑方式不易為國軍接受與施行。另歸納出四項影響國軍接班人計畫之因素:一、戰爭型態;二、軍隊文化;三、主官因素;四、輪調制度。
    In today’s knowledge-based era, human resources is considered the most valuable asset in business, yet many organizations suffer from a sharp decline in talent pool due to low birth rate and aging population, making it difficult to recruit able persons to serve in the middle and senior level. Both the public and private sectors therefore should never overlook the urgency to set up a sound personnel training and succession system.
    The R.O.C. military- though not yet being affected by early retirement, low birth rate, and aging population as serious as the private sector has endured, has been conducting several streamlining programs, i.e., code named “Jing- Shih”, “Jing- Jin”, and the ongoing “Jing-Ts’ui,” to cut down its size and push for structural reform. Rank of many posts in the military were dropped as a consequence. Officers born in the 70’s and 80’s, the so called “Strawberry Generation,” will subsequently take over the middle and senior posts in the military. Since structural reform in the military has already led to brain drain of the senior level, more problems would occur if young officers receive quick promotion without having sufficient capabilities and experiences.
    To establish a succession system in the military is imperative. But none of such studies have been conducted yet. This thesis, therefore, intends to find out problems and obstacles in the current officer’s promotion and training system through a review of related literature and a wide scope of interviews with commissioned officers. Most importantly, this study wishes to offer constructive advices on the formation of a sound military succession plan. As the findings of this study show, a preliminary succession model is already taking shape in the R.O.C military, especially in terms of selection and cultivation of capable officers. The current succession system had once put a 360 degree feedback instrument on trail as a reference for leadership management and attempted to make up the insufficiencies of the traditional way of evaluation. Nonetheless, military upholds singular leadership, strict obedience to rank and authority, which might impose negative effect on the implementation of such instrument. This study also concludes 4 major factors affecting R.O.C military succession plan: 1. Type of warfare. 2. Military culture. 3. Commanding officer. 4. Personnel transferring system.
    Appears in Collections:[公共行政學系暨研究所] 學位論文

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