| 摘要: | 本研究旨在了解新竹科學園區各產業教育訓練實施現況、訓練成效之反應層次評估、未來訓練需求評估相關之探討，並對新竹科學園區未來教育訓練需求提出看法。研究架構包括McGehee & Thayer（1961）所提出，同時加入職能評估要素所組成的訓練需求評估構面、Kirkpatrick（1994）提出的績效反應層次構面、未來訓練需求評估構面等三大構面，係以文獻分析法、質性研究法、問卷調查法來進行研究。專家座談與訪談資料以內容分析法進行資訊分析；問卷調查資料則以敘述性統計、多變量變異數分析、成對T檢定、無母數檢定等方法進行資料分析。 根據研究結果發現，目前新竹科學園區有超過半數的公司具有完善的組織資源及良好的教育訓練氣候配合。安排培訓計劃時，會同時考量任務、組織、人員、職能分析；教育訓練活動後，會評估組織與員工的訓練成效。而訓練方式仍以內部師徒制、由內部講師舉辦公司內訓練為主，其中數位學習方式多數應用在高階管理課程，但應用情況並不普遍。 建議未來新竹科學園區教育訓練經費應隨組織整體需求加以調整，課程類別以高階主管訓練為主。以內訓或外訓的方式提升員工專業技能，同時加強員工的人際溝通、語文能力，並採用實體與虛擬的混成教學，使數位學習教育訓練取代25~50％的實體教育訓練。 The purpose of this study is to investigate the current implementation of training and development in Hsin-Chu Science-Based Industrial Park, to evaluate the reaction level of training results, and to assess training needs in the future. Moreover, the suggestions regarding some critical training issues were provided for corporations in Hsin-Chu Science-Based Industrial Park. The framework of this study includes training needs assessment, competence assessment which was adopted from McGehee & Thayer’s study (1961), and training evaluation which was adopted from Kirkpatrick’s study (1994). Literature reviews, qualitative research method, and questionnaire survey were employed in this study. Naturalistic inquiry was conducted to analyze qualitative data. The descriptive statistics, MANOVA, paired-sample T test, and non-parameter tests were used to analyze the quantitative data. According to the conclusion, it was found that over half of the corporations in Hsin-Chu Science-Based Industrial Park have comprehensive resource for employees’ training and development. During the planning phase of training, task analysis, organization analysis, individual analysis, and competence analysis need to be conducted. After implementing the training programs, the training results need to be evaluated. The results of this study also show that in-site lecturers and apprenticeship training programs are widely used in the high-tech companies. Most of e-learning program were applied to executive training programs; however, it wasn’t widely implemented in the corporations. Suggestions for the study implied that training budget should be adjusted in according with the organizational needs. The training programs should be focused on executive development. It is also suggest that in-house training and external training could be implemented to develop employees’ professional knowledge, skills, interpersonal skills, and foreign language abilities. Training programs which combined with virtual and substantial training could be used to substitute for 25％~50％ substantial training programs. |
