臺灣企業綠領人才發展策略之關鍵因素：「能力—動機—機會」理論觀點

Key Factors in Green-collar Talent Development Strategies of Taiwanese Enterprises: An Ability-Motivation-Opportunity (AMO) Theoretical Perspective

研究目的：探討臺灣企業綠領人才發展策略之關鍵因素，並比較製造業與服務業之差異。
研究設計／方法：採用混合方法，以專家會議法、文獻分析法與深度訪談法進行研究。
研究結果：能力面，製造業重視生產流程的碳盤查，而服務業側重淨零專案規劃與風險資產定價等。動機面，製造業透過員工績效輔導動機制度增強綠色技能轉換，而服務業通常依據財務績效給予獎勵。機會面，製造業與服務業之差異不大。
研究限制／啟發：訪談僅限臺灣企業，仍偏重發展綠色能力，在動機和機會上的力道較弱。
理論／實務／社會意涵：透過研究臺灣企業綠領人才發展的關鍵因素，提供在地化的洞見與建議。
創見／價值：本研究透過專家會議方式，系統而客觀地界定臺灣企業綠領人才培訓策略關鍵因素，再進一步利用深度訪談方法進行實證。本研究專家會議由勞動、環境、綠能產業專家與政府相關部會組成，並訪談49家代表性企業。

Purpose–This study investigates the key factors of green-collar talent development strategies in Taiwanese enterprises and compares the differences between manufacturing and service industries.
Design/methodology/approach–It adopts a mixed-methods approach, including expert panel discussions, literature analysis, and in-depth interviews.
Findings–Regarding ability, the manufacturing sector emphasizes carbon management in production processes. The service sector, in contrast, prioritizes green capabilities for net-zero project planning, risk asset pricing etc. In terms of motivation, manufacturing utilizes employee performance coaching incentive systems to facilitate green skills transitions. The service sector, however, primarily offers rewards based on the financial performance of green financial projects. For opportunities, there is minimal difference between the two sectors.
Research limitations/implications–The study’s limitations include interviews being confined to Taiwanese enterprises. Currently, there are still insufficient motivation measures and opportunity provision.
Practical implications/Social implications–This research offers localized insights and recommendations by examining key factors in Taiwan’s green-collar talent development.
Originality/value–This study identified key factors in green‑collar talent training strategies for Taiwanese enterprises through an expert panel composed of labor, environmental, and green energy specialists, along with government representatives. Building on these insights, in-depth interviews were conducted with 49 representative enterprises.