運用可變空間變化於能力集合之擴張

Applying Changeable Space Programming for Expanding Competence Set

公司的核心競爭力取決於其人力資源的分配。游伯龍在1990年提出了能力集合分析，藉由能力集合分析可讓決策者瞭解員工面對問題時所缺乏的能力，使決策者能夠有效率地獲得最佳能力集合擴張以成功解決問題所需的能力集合。此外，在人力資源部門中教育培訓的政策，員工進行能力集合擴張將是發展公司內部或外部核心競爭力的來源，此方式可反映其員工能力集增長的正確方向並可持續地增強其能力，確保所謂的適才適任。本研究提出了一個可變的空間方法模型，其概念來自於De Novo規劃並加以延伸為「可變空間規劃」。本研究藉由真實案例，運用公司目前員工之能力集合為基準，利用公司現有資源的重新分配來給予實質的幫助，並使用修正型VIKOR方法來檢視員工的成長績效。本研究所提出的方法具備有效性，並期望透過提出之模型可協助制定企業內部或外部訓練的方針，以切中員工欠缺的能力而使其有所成長、擴大員工的能力達到渴望水準，以及提高員工的表現進而增強公司的核心競爭力。

A company’s core competitiveness depends on the strategic allocation of its human resources in alignment with employee capabilities. In 1990, Professor Yu presented a competence set analysis, which enabled decision-makers to understand the lack of competencies faced by employees, decision-makers are able to efficiently acquire the growth of its employee competence set and enhancing their competence set expansion of capabilities successfully with the strategic orientation sustainably. In addition, in the human resources department, the policy of education training, the ability of employee to expand their competencies will be the developed the internal or external business education and training. This approach ensures that the most appropriate people are assigned to the most appropriate positions. In this study, a model is proposed based on the concept of De Novo programming and extended to changeable space programming. We will illustrate an empirical case to examine the proposed model that reallocates a company’s resources and inspects the employees’ performances growth by using the modified VIKOR method. The proposed model is effective and we expect that the proposed model can facilitate making timely revisions, reflecting the growth of employee competence set, reducing the performance gap toward the aspiration level, and ensuring the sustainability of a company.