現今的環境變化快速，要很有效率且精準地在內部晉升或從外部尋找到一個領導潛能人才，是企業極為重要的一件事，這也正反映了「人才戰爭」的時代來臨了。對員工自身來說，晉升不僅對其職涯發展是一大突破，也具有激勵效果，提供工作上的動力來源；對組織來說，晉升對於接班人計劃和人力資源管理都有極大的影響。而在建立人才庫（talent pool）時，最關鍵的步驟之一尌是找出高潛能人才，這些人才不僅有利組織在這個快速變化的環境中做改變，更能讓組織維持良好的競爭力。 本研究利用工作績效（非行為性）、潛能和挑戰性工作經驗（行為性）當作晉升力的預測指標，共調查了143 對主管和部屬配對問卷，其中潛能為本研究經由文獻探討和實務訪談，並經由探討萃取出的四個構面，包括學習敏捷性、適應力與彈性、組織任務熱誠和人際影響力。進行迴歸分析後發現，工作績效、潛能和挑戰性工作經驗三者對於晉升力皆有解釋能力，但以潛能最強。此外，本研究藉由探索性因素分析，進一步將潛能分成兩個子構面─快速應變能力和組織投入，發現快速應變能力佔了整體潛能的大部分解釋力。最後，本研究針對研究結果進行討論並對日後的潛能相關研究提供參考方向。 It is an important thing to accurately and efficiently identify a leadershippotential talent from internal or external the corporation in the changing environment, that also means the generation of “ The War for Talent” is coming. For employees,promotion is not only a breakthrough for career development, but also a motivation.For organizations, promotion is vital to succession planning and human resourcemanagement. When we establish the talent pool, the most crucial step is to identifythe high potentials. These talents enable organizations to effectively adapt and respond to change in the environment. This study uses job performance(non-behavioral), potential and challenging job experiences(behavioral) as the predictors of promotability, investigating 143 supervisor-subordinate paired questionnaires. And potential is refined by literature review and practical interview that was included four dimensions: learning agility, adaptability and flexibility, dedication to organization and task, and relational influence. After the regression analysis, we found that promotability been influenced by job performance, potential and challenging job experiences, and potential is the most significant result. According to the exploratory factor analysis, we separated potential into two sub-dimensions: quick responding ability and dedication to organization. The former one is more significant than the other variables to promotability in this study
