The Establishment of Key Talent Identification Indicators – The Case Study of an Electronics Manufacturing Company
| Autor: | Yueh-Ming Tung, 董悅明 |
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| Rok vydání: | 2019 |
| Druh dokumentu: | 學位論文 ; thesis |
| Popis: | 107 Electronics manufacturing industry has been established almost 50 years in Taiwan. With decades passed, the whole society transformed dramatically for several times; includes better education, generation gap of life style or value, great amount of fast lanes to information and so forth. However, due to this industry’s history, its management is seldom impacted. The supervisors, who are in charge of daily management, followed their own development experiences that focus on “proficiency” and “skill”. This kind of phenomenon could be a crise to deal with a VUCA era, since electronics manufacturing industry doesn’t rely only on pure workforce as other traditional factories. It also takes engineering and knowledge-based employees. To be sustainable, companies in this industry is suggested to put emphasis on agileness and coordinating of mutil-ablity talent, or other traits that contemporary human resource management advised. This research bases on Company M, an electronics manufacturer, who entered the industry quite early, and contains employees come from several generations. Their management style is also tradition. For raising attractiveness to talent and finess of succession team, creating a list of key talent identification is a considerable option; so that, daily management supervisors can take this list as a tool of seleting and developing talent. Although we already have literatures that provide indicators in hand, we believe the gap of industry and organization culture can make differences. Therefore, this research will consider the literatures’ contribution then program interviews with mid-level and high-level managers of Company M, to find out the unique indicators fit them most. We expect this research can integrate competent and potential that future leaders in Company M need, to build up a best succession team. And the discussion about the substaintial competivity may guide Company M to develop their philosophy of resource distribution or allocation. |
| Databáze: | Networked Digital Library of Theses & Dissertations |
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