| Summary: | 碩士 === 國立中山大學 === 人力資源管理研究所 === 103 === Abstract
Throughout the global human resources issues, succession plan is one of the most urgently issues needed to be resolved. However, succession issue acquires more attention in the Asia-Pacific region than other areas. How to implement the succession plan is still an ongoing issue plaguing business owners and human resource departments.
The company in the case study is a large-scale enterprise group across the Taiwan Strait and holds the leading position in Taiwan''s traditional manufacturing industries. Through empirical observations, its current situations for succession plan and advices are provided in the study.
The suggestions focus on this company’s systems and personnel, as described below:
On the issue of systems, a performance appraisal system with well –defined functions across the Taiwan Strait is suggested. It has fair and open performance goals and clearly defined functions. Secondly, the rotation mechanism across the Taiwan Strait should be promoted. It will benefit both on familiarity with the mode of operation in the organization and on establishment of corporate cultural identity.
On the issue of personnel, support and participation in top management, and expertise and experience in human resource departments are recommended.
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