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|Keywords: ||研發專業職能;職能發展應用;職能發展模式;Competence Development Model;Occupational competence of R&D;the Application of Competence Development|
|Issue Date: ||2014-05-08 15:32:18 (UTC+8)|
;Organizational competitive advantage comes from combinations of three factors which are to take positive strategies, to have good performance management, and to use resources properly. And, a superior or inferior human quality plays a main role in combining these factors. The main purpose of this study is to deal with the differences between the processes of competency models and occupational competence of M company’s R&D centers at two sides of the Strait, and also to handle the practical application of recruiting and selecting people, and training developments while the company was engaged in the competence development. The conclusion of this study is described as the following:
1.to build a set of primary tasks of occupational competence:
As there is co-ordination between R&D sectors of two sides of the Strait, both R&D sectors take different production tasks. R&D Engineers within Taiwanese companies focuses on planning all products and finally integrating and releasing the products. There is an obvious trend of Chinese firms, because of being nearby manufacturing factories, to do some other different works such as the development and maintenance of the follow-up and the supports of engineering. Therefore, the differences of manufacturing production and performance characteristic between two sides of the Strait make R&D engineers develop different occupational competencies.
2.The application of Recruiting and Selecting people:
It is the fact that there is a risk of recruiting and selecting people. However, enterprises could more effectively and systematically minimize the risk of recruiting people by setting up the recruiting and selecting system which is based on competences. M company made the recruiting procedure more rigorous and efficient by revising the forms of manpower demands and by designing its question bank.
3.the application of Training Development:
According to the classification of sector positions, M company helped its employees promote the ability of their profession by building a competency learning map whose topics include the know-how of skills, the training schemes, and the developing suggestions. It also offered an intranet platform through which an electronic learning map of occupational competences was provided to enable employees to at any time access their required occupational competences, the training resources provided by the company, and their training records.
|Appears in Collections:||[高階主管企管（EMBA）碩士班] 博碩士論文|
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