新進人員引導訓練滿意度之差異性分析 – 以X公司為例;Differential Analysis of Orientation Learning Satisfaction in One Company: A Case Study of X Manufacturer

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Title:	新進人員引導訓練滿意度之差異性分析 – 以X公司為例;Differential Analysis of Orientation Learning Satisfaction in One Company: A Case Study of X Manufacturer
Authors:	林怡妏;LIN, I-WEN
Contributors:	人力資源管理研究所在職專班
Keywords:	新進人員;引導訓練;滿意度;差異性分析;New Hires;Orientation;Learning Satisfaction;Differential Analysis
Date:	2018-07-12
Issue Date:	2018-08-31 11:10:14 (UTC+8)
Publisher:	國立中央大學
Abstract:	提供員工教育訓練，發展員工的才能，是企業能永續經營的基石。其中，新進人員的教育訓練更是公司內職涯發展的起始點，如何提供合適的課程，使新人能在初期適應新環境並逐步建立專業、發揮能力增加貢獻，引導的訓練具有承先啟後的重要性。提供訓練的益處，對內讓員工感到受重視，進而增加投入度，留住人才，降低離職率並減少再次招募的成本；對外，良好的企業形象對於吸引人才有一定的幫助。課後的意見調查是能立即了解訓練規劃是否符合期待，也能依此做進一步的調整與改善。新人訓練的課程以全員通識性為主，非專業性強的在職訓練，對於不同的背景的學員應無太大的差異。本研究以國內某科技廠的新廠為個案，探討新人訓練的課後滿意度，是否因不同部門或職務內容有所差異。本研究共收集293份回饋，使用平均數、單一樣本t檢定及單因子變異數分析（one-way ANOVA）發現各部門不同職務對於新人訓練的滿意度各面向無明顯差異。以此結果延伸管理意涵，訓練部份的方向正確惟需要進行細部的調整，而在新人融入的階段認識企業的溝通文化並鼓勵互動是個案公司更想加強的要素。;Providing training courses to employees is essential to every companies who pursue sustainability. The orientation is the most important stage of career development when the employees work in a company. It’s the first sight of the new hires would judge how well the company take care of them. The core value and all the trainings introduced and implemented to new comers during the orientation will also influence the adaptation to their jobs. The main reason why the company designed and conducted the orientation is to help new comers shorten the learning curve and become productive as soon as possible. Moreover, it cannot only be a good branding to attract more talent but reduce the turnover rate of new comers. The post-session learning satisfaction survey can help us understand whether the training meets the target audience’s expectation. And what can the training team improve and optimize the training plan. Basically, the training content should be general and include extensive knowledge applies to all new comers. The case study is focused on the learning satisfaction among all departments of one manufacturer in Taiwan. By average, t-test and ANOVA analysis within 293 feedbacks from 10 orientations, we’ve found there’s no significant differences among all departments or positions. The implication of management can be concluded as the orientation training is acceptable and requires minor adjustments. For future research, the training team can do more deep dives to each session or particular activities.
Appears in Collections:	[Executive Master of Human Resource Management] Electronic Thesis & Dissertation

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