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.