| Summary: | 碩士 === 國立中山大學 === 管理學院高階經營碩士學程在職專班 === 106 === Following the economic growth of Taiwan’s society, the aging problem emerges causing generation gaps which exacerbated talent competition from the human resource market. Taiwanese companies are mostly family-owned business. However, the first generation of entrepreneurs is closing to retirement but lack of sufficient talent as successors. One third the top 30 corporations in Taiwan are lack of clear succession planning. This is to say; succession planning is neglect by Taiwanese company. Therefore, this research is trying to help the case companies to plan a complete succession plan through a systematic human resource arrangement.
In this study, through the collection and analysis of sub-literature data, we compared the succession planning of different companies and clarified the patterns of succession patterns of different organizations. Then, we interview the strategic planning and succession layout of senior executives of the case company and use the 360-degree assessment to examine the ability and conditions of succession candidates, to plan the succession training model for its future successor.
Through a case study of succession planning in the steel processing industry, this study proposes a succession planning model suitable for Taiwan''s family-owned enterprises. It hopes to give Taiwanese enterprises the direction and guiding principles for the succession planning of enterprises and improve the chance of success.
keywords: steel processing industry, succession planning, succession development
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