員工創新能力以部門別為干擾變數之研究：以某電信公司為例

A Research of Employees’ Innovation Capability Based on Department Categories: An Empirical Study of a Telecommunication Company

面對全球化環境快速變遷，組織必須隨時學習新知識、新技能，以便創造新產品、提供新的服務，而提升員工創新能力即為必要手段之一。然而，如何有效提升員工創新能力，本研究以工作能力、工作動機及人際關係為構面，並以部門別為干擾變數，企圖找出部門間改善員工創新能力的差異因素及改善措施的差異，方能依各部門的特性與需求，提供有效的教育訓練計畫；本研究之結果發現工作能力、工作動機與人際關係對員工創新能力具顯著性影響，另行政、業務、研發部門在工作能力、工作動機與人際關係構面上具有顯著之差異，而改善措施方面亦具差異。人資部門可依本研究所得，依部門間的差異，提供不同教育訓練計畫，方能落實訓練內容與宗旨暨提高資源使用效率。

Facing such a rapid globalization transition, an organization ought to learn new knowledge and technique in order to provide latest products and services. Thus improving employees’ innovation capability becomes a necessary tool. Therefore this research will explore how to improve employees’ innovation capability based on work capability, work motivation, and personal relationship as structure factors. In addition, by intervening variables between departments the study aims to find out discrepant factors and improvement actions which can ameliorate staff’s innovation capability. The analysis could provide effective training plans according to different characteristics and demands of each department. The empirical results show work capability, work motivation, and personal relationship can significantly influence employees’ innovation capability. Further, executive, sales and R & D departments are significantly different in aspects of work capability, work motivation and personal relationship, as well as improvement actions. According to the findings of the research, Department of Human Resource can provide suitable training plans based on discrepancies between departments so objectives of the training can be implemented. Resources can also be used properly.