人口老化對企業之影響與因應對策-以傳統產業為例

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題名:	人口老化對企業之影響與因應對策-以傳統產業為例
作者:	張雅惠;Chang,Ya-Hui
貢獻者:	人力資源管理研究所在職專班
關鍵詞:	人口老化;階段性退休;退休回聘;外包
日期:	2014-07-09
上傳時間:	2014-10-15 14:22:34 (UTC+8)
出版者:	國立中央大學
摘要:	2025年人口結構的變化對台灣將會是一大挑戰，人口將逼近3000萬人，其中有600萬人是高齡人口，而台灣中、高齡人口是潛在巨大的人力資源。因此，如何激勵和結合潛在的人力資源十分重要，對於中高齡人力資源的運用，應該就更積極面來加以思考與規劃；譬如說，如何鼓勵企業願意留用與重用中高齡人力，進而避免中高齡提早退出勞動市場，對企業而言，利用中高齡員工豐富的工作經驗、智慧上的持續成長，使得企業能夠永續經營；對員工個人而言，增進自我的生命內涵，重建自我的生命價值，以促進活躍老化。因此本研究以傳統產業為研究對象，探討人口老化對企業之影響與因應對策，設計與研究目的相關之訪談問卷，並採行質性研究之訪談法與企業人資主管或經營管理主管進行訪談，經研究發現，人口老化對大多數的企業在經營管理層面已經產生影響，許多公司也開始提出相對應的因應措施，例如：延後退休、退休回聘、師徒制、知識管理、定期審視人力資源規劃、非核心工作外包、內部創業等。尤其在屆臨退休之經營管理層級職務與專業技術性人員，企業一般會優先進行企業發展需求評估與員工個人退休職涯規劃兩者取其平衡點，運用中高齡人力資源，一方面能夠延續及傳承過去暨有的知識、經驗與技能；另一方面也希望他們持續為企業創造新的工作價值。 ;In 2025, changes of demographic structures will be a big challenge for Taiwan. The population will be nearly 30 million people, and of which 6 million people are aged population. In Taiwan, aged population is the potential immense human resource. Therefore, how to motivate and combine the potential of human resources is tremendously important. Making good use of middle-aged human resources should be planned and deliberated in positive ways. For example, one of the ways is to encourage companies to retain and to promote middle-aged employees. Thus, it shall be avoided for middle-aged people to drop out of the labor market earlier. For businesses, making good use of abundant working experiences and wisdom of middle-aged employees will make the corporate sustainable. ; For employees, strengthening inner self and recreating the value of life will promote active aging. This study used traditional industries as a target to explore the impact of the aging population on the corporations and the countermeasures for this issue. It designed the questionnaires relevant to this study and applied the qualitative study approach to interview with human resource managers or operations managers in charge of the business. From this research it was found that the aging population has already affected operations in the majority of the corporations at the management level, and many corporations have begun to launch the corresponding measures, such as delaying retirement, rehiring retirees, applying mentorship program, knowledge management, periodic review of human resource planning, as well as outsourcing of non-core work and internal entrepreneurship etc. In particular for operations managers and highly skilled technical experts near retirement, corporations would generally make a priority to assess the needs of company business and individual employees’ retirement plans to reach a balance stance. Utilizing the human resource in older age, on one hand, can continue and pass down the accumulated knowledge, experience and skills to the younger generation; on the another hand, corporations hope the employees can continue to create new value for the corporations.
顯示於類別:	[人力資源管理研究所碩士在職專班 ] 博碩士論文

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