| Summary: | 碩士 === 國立中正大學 === 勞工研究所 === 99 === Abstract
Almost every corporation faces the issue of succession when it reaches to a certain level. Jin (2008) indicates that half of corporations would confront the succession problem in Taiwan in the next 5 years; another survey by Taiwan Merchant Association in 2006 also says that up to 87.3% of Taiwanese entrepreneurs face the same problem. Succession planning has become one of the most trends for multinational companies more obviously. Succession issue seems to be more important today; however, there are not enough professionals to be in charge of development program in most of Taiwanese corporations. It needs a fair system of selection and development for senior and middle managers in the succession planning. During the process of business sustainable development, it has become an essential emphasis for the succession planning for future leaders or senior and middle managers.
Therefore, the purpose of this study focuses on the headquarters of P Corporation, to help establish the competence-based managerial talent model of succession planning for the executives. In order to achieve this goal, by collecting references and experts’ opinions through Analytic Network Process (ANP), the competence-based managerial talent model for the headquarter executives of P Corporation is constructed.
The results of this study are as follows:
1. The critical management competency items for the headquarter executives of P Corporation are established. There are speed strategic decision ability, crisis management ability, authorization concept, team building, professional knowledge and skills, cross department communication and coordination, and continuous learning. The hierarchical framework of the executive’s management competency of selection criteria is established.
2. In consideration of the dependent and feedback relationships among principles of managerial competency, this study utilizes Analytic Network Process to systematize decomposition and quantify judgment, in order to firmly establish the weight of managerial competency indicators, as well as to construct a competence-based selection model of managerial talent for the headquarter executives of P Corporation with weights standard.
3. To test and verify the competence-based managerial talent model of succession planning for the headquarters executives of P Corporation by empirical study, the conclusion is equivalent to the result of official performance appraisal report of P Corporation, as well as to ensure the validity and stability of the competence-based selection model.
Keywords: Analytic Network Process, Competency, Fuzzy Delphi, Succession Planning
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