臺灣博碩士論文加值系統

從人力資源角度來看，接班人計畫原為執行員工生涯發展規劃之方式之ㄧ，一來讓員工能夠知道該企業有完整的接班人計畫，二來對員工職涯發展有更明確性的方向，如此員工對所屬企業未來發展的不確定性也會相對減少，何況員工對企業充滿信心，將進而提高對企業的忠誠度。
有鑑於此，本研究的研究目的如下：
1.探討台灣目前電信業前三大業者接班人計畫之現況。
2.比較台灣目前電信業前三大業者接班人計畫之異同。
3.探討台灣目前電信業前三大業者接班人計畫在高階主管及執行者實務推動上所遭遇的流程問題及障礙為何？
本研究的研究方法是採深度訪談方式進行，訪談期間為五月中旬到六月初，訪談對象為台灣電信業前三大業者的人資高階主管和主要負責接班人計畫的執行者。在整個訪談結束後產生的結論為：
1.台灣目前電信業前三大業者除台哥大電信尚未導入接班人計畫外，中華電信和遠傳電信均已導入，但唯有中華電信有成功的結果產生而已；
2.而在計畫的異同處部份，中華電信培訓對象主要是針對高階和中階主管，台哥大電信主要是針對儲備店長，而遠傳電信則是針對高、中、低階主管來進行培訓；
3.三家業者在執行計畫期間所碰到最大的阻礙為該公司最高決策者的支持與否為其成敗的重要關鍵。
關鍵字：接班人計畫、電信業

From the viewpoint of HR, Succession Planning is originally one of the ways to execute employee career development plan. Only by doing this could make employee realize his enterprise having complete Succession Plan and accurate direction to his IDP (Individual Development Plan). However, once employee felt confident to his company, he would increase his royalty by the way.
Owing to above-mentioned, I make our research purpose below:
1.Review the recent situation about Succession Plan of three operators;
2.Compare the difference of Succession Plan from three operators;
3.Review the process and obtacles between HR director and plan-executors.
The method to this study is intensive interview, and the interview period is during Mid-May to June. And interviewees are HR directors and executors of three operators of Taiwan Telecommunication Industry. The conclusion is listed below:
1.CHT and FET have led in Succession Plan, expect TCC. And only CHT has accomplished successful results.
2.For the common and different parts, CHT’s plan is mainly to his high and middle level manager; TCC is to serve manager and FET is to train high，middle and low level manager.
3.The essential factor to three operators’s Succession Plan is the support and empowerment from the higher management leaders.


Key words：Succession Plan、Telecommunication Industry

摘要 I
Abstract II
目錄 III
表目錄 IV
圖目錄 V
第壹章 緒論 1
第一節 研究背景與動機 1
第二節 研究目的 5
第三節 研究流程 6
第貳章 文獻探討 7
第一節 接班人計畫 7
第二節 接班人計畫之流程 19
第三節 接班人計畫流程之特性構面 29
第四節 接班人計畫所面臨之障礙 32
第叁章 研究方法 34
第一節 概念性研究架構 34
第二節 研究問題 35
第三節 研究對象 39
第四節 訪談對象及訪談方式 39
第肆章 訪談結果 42
第一節 台灣前三大電信業接班人計畫之現況介紹 42
第二節 台灣前三大電信業接班人計畫之比較 43
第三節 台灣前三大電信業接班人計畫實務推動之問題與障礙 70
第伍章 結論與建議 72
第一節 研究結論 72
第二節 管理意涵與研究建議 76
第三節 研究限制及未來研究建議 79
參考文獻 80
中文參考文獻 80
英文參考文獻 82
附錄：訪談大綱 86

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