| 摘要(英) |
ABSTRACT
In recent years, the topic of successor planning has become an important human resource issue. Previously, successor training was limited to the topic of the person in charge, the second generation successor in the family business, and the third generation. Otherwise, the issue dealt with senior-level managerial staff who are nearing their retirement phase but have neglected the fact that successors can be developed in phases so that instead of high-level managers, mid-level managers can be gradually developed into high-level managers; the highly competitive environment of the hotel industry means that workers often change companies as a means to promotion. This problem is faced by many peers in the hotel industry and the level of job roles must be adjusted to mid and high-level managers in order to address the talent crisis. The planning of a comprehensive successor plan is very important and critical to the sustainable operations of a corporation.
Therefore, this study utilizes in-depth interviews to explore the models and implementation of successor plans in the companies of this case study to determine whether there are similarities in the keys to success or failure of successor plans in hotels. The study aims to understand whether organizations of different characteristics conduct successor plans differently and whether their implementations are effective; the results of the study will act as a reference for developing successor plans in the hotel industry.
Keywords: Successor plan, Successor selection, Personality traits of successors, Hotel industry. |
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