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    Please use this identifier to cite or link to this item: http://ir.lib.ncu.edu.tw/handle/987654321/69317


    Title: 員工潛能量表之編製;Establish Employee’s Potential Scale
    Authors: 陳愛雲;CHEN,AI-YUN
    Contributors: 人力資源管理研究所
    Keywords: 潛能;高潛能;員工潛能;績效潛能矩陣;人才辨識;晉升力評分;人才管理;potential;high potential;promotability;scale development;performance - potential matrix;talent management
    Date: 2016-01-12
    Issue Date: 2016-03-17 17:30:32 (UTC+8)
    Publisher: 國立中央大學
    Abstract: 績效表現是衡量員工表現的過去指標,而潛能是衡量員工表現的未來指標,辨識高 潛能人才是近年人力資源領域研究者與實務專家相當關心的議題。然而,目前東西方國 家都尚未有辨識員工潛能高低的客觀量表,本研究之目的為建構員工潛能內涵與指標定 義,並發展具亯效度的員工潛能量表。
    研究分為兩個階段。研究一透過文獻分析與訪談法歸納潛能內涵,定義十項潛能因 子構面。研究二,透過相關領域研究者、實務工作者與專家進行反覆的內容效度檢驗, 發展51個量表題項。並以台灣與大陸地區316份有效樣本進行預詴問卷分析,透過探索 性因素分析將原有的十項潛能因子收斂至五項,分別為認知決策力、學習驅策力、社會 力、挫折復原力與影響力,潛能問項題目亦從51題收斂至31題;分析結果之KMO值為 0.946,累積變異數量為71.185%。而在驗證性因素分析階段,亦以台灣及大陸地區為母 群體,回收有效問卷509份。台灣地區樣本、大陸地區樣本與總體樣本五因子潛能適配 度皆良好(總體樣本RMSEA=0.071、RMR=0.062、SRMR=0.0525、NNFI=0.914、 CFI=0.921),並具有良好的收斂效度、區別效度、亯度(0.872≤Cronbach′s α ≤0.944) 與效標關連效度。
    研究結果可提供企業作為人才辨識與人才定位之工具,並可作為人才晉升之參考依 據。建議為來研究可以此量表為基礎,檢視量表於西方國家的適用性。;Most organizations rely on using performance as indicator to assess the qualification of successor. However, “past good performance” doesn’t mean that employee will continue to grow up or play good role on higher position. An empirical study (McGrath, 2008) showed that there were only 29% performance employees with high potential. Recent years, how to identify high potential employees has been a critical issue in Human resource academic and practice. The main purposes of this research are to explore the connotation of potential, develop the definition of potential scale, as well as establish a tool with high reliability and validity to identify talent.
    The study was divided into two stages. The first one was qualitative study to generate 51 scale items from literatures review and interview. Second, confirm the items in the quantitative study by exploratory and confirmatory factor analysis (n=316 and 509; sample from Taiwan and Mainland). The results showed that the 5-dimensions model of potential: Cognitive Decision, Learning-driven, Social ability, Influence, Resilience, was with good model-fitness (RMSEA=0.071、RMR=0.062、SRMR=0.0525、NNFI=0.914、CFI=0.921), convergent validity, discriminant, validity and criterion-related validity.
    The scale established in this study would be a tool for talent identification, talent position and reference of promotion. The findings suggest that researchers could base on this study to review the applicability of talent identification in western countries in the future researches.
    Appears in Collections:[人力資源管理研究所] 博碩士論文

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