| Summary: | 博士 === 國立中山大學 === 企業管理研究所 === 86 === The ROC government decided to strengthen national competitiveness and to construct ''Asia-Pacific Regional Operations Center''(APROC) in order to develop Taiwan into a ''Technology Island.'' Under such circumstances, technological R&D attracted more attention than before. According to an investigation on R&D management in Taiwanese enterprises,human resource management of R&D did play an important role in all industries. This study explores mainly the related issues on management of technology R&D personnel. The research flow is divided into two phases. First, we pursue an investigation on professionals of six representative R&D institutions in Taiwan in order to discover the real situations about R&D professionals in work content, treatment, environment and career planning. Second, we make an intensive research on ''Industrial Technology Research Institute''(ITRI) in order to discuss the relationship among dual ladder system, job responsibility, job autonomy and career development. According tothe discussion reflecting both statistical results and interview data, the following conclusions about job responsibility, autonomy and career development were drawn:1. There is significant positive relationship between strategic autonomy and operational autonomy.2. The R&D personnel who hold managerial positions did assume more managerial responsibility than those who hold non-managerial ones. 3. Managerial responsibility has a considerable influence on job autonomy, whereas the professional responsibility has little influence on job autonomy. 4. Both strategic autonomy and operational autonomy increase as career advances. 5. Managerial responsibility increases as career advances, whereas the professional responsibility has no marked change.6. The reason causing career plateau varies widely from one career stage to another. The management apex of R&D institutions should employ reasonable means to deal with those situations.7. To analyze the career satisfaction of R&D personnel, we found that: (1) the factors with a marked effect to raise ''professional orientation index'' are ''higher operational autonomy,'' ''higher managerial responsibility'' and ''lower project orientation.'' (2) the factors with a marked effect to raise ''advance in status index'' are ''higher project orientation,'' ''higher strategic autonomy,'' ''more work content of sponsor stage'' and ''lower professional responsibility.''
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