| Summary: | 碩士 === 靜宜大學 === 管理碩士在職專班 === 103 === Taipower has been contributing to build a stable and complete power system for the 70 years since established. However, the soaring fuel price in recent years has made Taipower been poor at operating performance. Although Taipower has been trying to improve its business strategy, but it only has little effect on the result. Therefore, organizational change of Taipower is a must.
For the purpose of Taipower's development, the Business Unit System has the best structure. In response to the organizational change and to meet the advent of division, the human resources must be used effectively under existing human resources, technical faults, and generation conflicts.
This study collected qualitative research, and adopt individual in-depth case studies and interviews. We choose Taichung Power Plant as the case and all of the employees in different sectors, generations and positions are interviewees. The outline plans varies from themes, and the contents of interview will be analyzed and discussed profoundly.
According to the results of the study, Taichung Power Plant has deficiencies in making good use of human resources, establishing the power division, promoting on-the-job education and training, polishing mentor system and integrating in different generations. As a result, the report shows that the more effort Taipower put on on- the- job training and better mentor system, the more heritage of sophisticated core technology Taipower would establish. Besides, not only well communication and excitation between executives and colleagues but also being aggressive in the fusion of generations are capable of strengthening the use of human resources, so that Taipower could make it under organizational change, improve operational performance and achieve sustainable development objectives.
|
|---|
