| Summary: | 碩士 === 實踐大學 === 企業管理學系碩士在職專班 === 102 === Talent is the foundation of maintaining organizational operations and affecting industrial competitive advantage, and its value has overtaken the operations of tangible assets. The management of human resource system is the key core competitiveness, and with the development of globalization, human resource management has developed into different methods in different countries, industries, and companies.
The study used case study approach to focus on a communication and navigation specialist, Company G. This U.S. registered company with its R&D department located in the U.S. headquarter and production in Taiwan is under the interaction of American business thinking and Taiwanese management model, whose characteristics of how to create human resource management is the background and motivation of the study.
The study used in-depth questionnaires with the relevant literature to calibrate and compile evaluation indicators of human resource management system with experts, and then adopted Analytic Hierarchy Process (AHP) to research and analyzes these indicators. By using “choose the right people strategy”, “personnel training strategy”, “human value strategy”, and “talent development strategy” as the main concepts, the study discussed Company G Taiwan branch’s key indicators of human resource system and its relative weight relationship through AHP to learn the general direction of the company's talent management strategy making effective allocation of resources and decisions to provide related industries as a reference.
The study found out that Company G values “choose the right people strategy” and “talent development strategy” the most. Companies will have different human resource management system due to the factors of different cultures and values, or the considerations of national policy making. Talent is the organizations’ treasures, and step-by-step human resource development is the most effective way to maintain management performance.
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