豐田型職能養成過程與台灣企業的實證研究-以生產現場為例

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Title:	豐田型職能養成過程與台灣企業的實證研究-以生產現場為例
Other Titles:	A Study of The Toyota Competency Development Process and Empirical Study in Taiwan –In The Production Line
Authors:	林盈吉 Lin, Ying-Chi
Contributors:	胡坤德;張書文;劉仁傑 Hu, Kun-Te;Chang, Shu-Wen;Liu, Ren-Jye 東海大學工業工程與經營資訊學系
Keywords:	職能;豐田型職能;專業養成取向;激勵取向;豐田式生產 competency;Toyota Competency;Profession development orientation;motivation orientation;Toyota Production System
Date:	2009
Issue Date:	2011-02-25T01:55:21Z (UTC)
Abstract:	豐田汽車發展並實行豐田式生產，一直維持良好營運與成長，並在2008年成為全球第一的汽車廠。豐田認為這有賴於『要造車、先育人』的經營理念。台灣企業近年學習豐田式生產，獲得許多成效。但多是以技巧與工具性為主要切入點。對豐田人力資源所具備的素質卻鮮少觸及。職能對個人在職務上的專業與工作動機都能有效管理。台灣近年引用職能作為人力資源管理應用的企業已超過30％，並且呈現增加的趨勢。因此本研究嘗試以職能說明豐田在人力資源上的特徵。希望對台灣推行豐田式生產的企業能有些許啟發。本研究以專業養成與激勵作為職能養成的二個構面，首先整理出專業養成的單一領域深入取向與廣泛涉獵取向，以及激勵構面的社會取向與個人取向。再以二次文獻為基礎，彙整豐汽車田在人力資源管理的特徵，並推論出豐田汽車員工職能養成的取向。實證研究則由推行豐田式生產有相當成效的自行車聯盟A – Team挑選二家成員，進行實證研究。經由深入訪談與資料收集，建構二家企業在人力資源活動的內涵，再推論出受訪企業的職能養成取向。最後比較豐田汽車與台灣企業間的差異點。研究發現，豐田汽車同時注重個人在專業領域的單一領域深度與其他領域的廣度涉獵。但是在個人職涯中實行的時期不同。動機的產生主要是以社會取向的激勵方式。台灣企業則因為產業背景不同而有不同的專業養成取向。並在激勵取向上不同於美、日，同時進行個人與社會取向的激勵方式。 Toyota Motor develops and carry out their own product system, that we called Toyota production system (TPS). By the system, Toyota keeps on growing and moving. And They Got on premier place in the world. Toyota thinks that because they have some philosophies like “Nurture your employees, before they start work”. Many enterprises applied the system and got many successes in Taiwan. But all of them learned is about how to use the tools from the system. Less of enterprises thought of human resource. Competency is a good tool to handle employees’ profession and motivation. There are over then 30% enterprises applied competency in Taiwan. And the percentage is growing up. The study will expound human resource management in Toyota Motor by competency perspective. And hope the result could give some hints to enterprises which applied TPS in Taiwan. The study divide competency in to two dimensions, profession and motivation. In the beginning, we found four orientations form two dimensions. Profession divides in to deep and wild. Motivation divides in to society and personal. Then, base on secondary literature, classify Toyota’s human resource manage actives by four orientations. In the part of empirical study, the study picked out two enterprises from A-Team, a bicycle industry alliance which has appeal about TPS application in Taiwan. The study tried to conclude competency orientation of two enterprises by interview and data collect. Finally, compare Toyota and two Taiwan enterprises, to find different of competency orientation. The conclusion is, Toyota’s profession development have both of two orientations, deep and wild. And motive dimension inclined to use societal orientation. Empirical enterprises, because of different background, that they have different orientations in profession dimension. And have the same trend in motive orientation, use both societal and personal.
Appears in Collections:	[工業工程與經營資訊學系所] 碩博士論文

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