| Summary: | 碩士 === 國立中山大學 === 人力資源管理研究所 === 100 === To meet global market competition and knowledge economy era, enterprise has put accent on developing its own human resource. Many corporations expect to become a learning organization to deal with the situation and, therefore, they have paid much attention to the function of internal education and training for employees. To build an effective employee-training system has become a critical process in enterprise management. However, common routine training activities cannot reach the goal of internal training. To meet the problem, “Corporation University (CU)” was born. Some international companies have built up their corporation universities which have brought advantages and benefits to organization. The phenomenon has made the concept of CU spread out worldwide. Some native companies followed them to build their CUs. However, it is not sure whether the practical working conditions of native CU can meet the standard of CU.
This study takes case study as research methodology and research targets contains two international and four native CUs. In this study, the fundamental background, organizational framework (operation system), operational situation (including components of instructors and learners、course planning and content、ways to proceed learning course、fund resource and expenditure、evaluation and verification for learning) and working efficiency for each CU were discussed to acquire the whole practice of each CU. Additionally, the related literature was reviewed and CUs were summarized as four types of function levels by past researchers: training and development、organization learning、knowledge management、strategic management. Moreover, based on the classifications, the research targets are classified and analyzed to explore the reasons why they were built and examine their working efficiency.
By examining the research targets with their fundamental backgrounds and operational situations, it is shown that the function levels of native CUs cannot be labeled as “strategic management” mostly. After surveying the practical operations of four native CUs, several problems are discovered as follows: native corporations build their CUs because of popularization not need; a feasibility study is not conducted before setting up their CUs and the function level of CU is not clear; CU only play a role of extension of internal education and training system for employees; there are some problems for native CUs to work with academy institutions; there is room of improvement in instructors and courses of native CUs; learning resources of CU cannot be acquired by each employees; learning evaluation and verification are not implemented seriously by CU’s executives. Therefore, base on the discovered problems and explored issues, this study provides some specific suggestions for companies who have operated CUs practically and a referable direction for following researchers.
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