| Summary: | 碩士 === 國立中山大學 === 人力資源管理研究所 === 97 === An enterprise''s survival and development relies on executive manager''s quality and performance. In order to equip the executive managers with the abilities they need at work, most of the companies will provide them with related training program including knowledge, skills, and behaviors which aims to enhance employees'' capability. The case company has conducted such managerial training for long which is used to be held by different business units, but after the case company''s reorganization, top executives decided to integrate the training program within the whole group. However, is this training schemes proper for different business units based on diverse industries? This research intends to reveal the effectiveness of the managerial training before and after the timing of company''s reorganization.
This research used case study as a method to analyze the merits of integrating managerial training. It concludes the following findings: the consolidation of training program, the connection among different business units'' trainee in financial holdings, the consistency of training program, and the simultaneously reduce of the administrative cost. However, the implied factors to be further discovered in this research refers to the irrelevance of the training program and promotion, the failure of retention potential employees, and the fewer support from trainee''s direct supervisor during the process, and etc.
|
|---|
