| 摘要: | 在台灣農業發展史上，農會之組織是所有農民團體最成立較早的農民團體組織。台灣地區共有287個農會組織，至2010年底，農會聘用員工16,385人（未包括臨時人員）、存款更高達1兆3,861億元、放款總額6,822億元，規模之龐大，未輸給民營銀行。本論文探討農會人力資源運用及信用部經營成效，所採用的研究方法為個案研究法與次級資料分析法。 本研究獲得以下的結論：一、農會信用部人力資源運用的三大面向（一）主管的領導風格屬於參與、諮商民主式的領導風格，（二）督導關係，除了例行會議很少會去運用團體督導方式來幫助員工成長（三）信用部管理方式採用授權式的管理方式，二、農會之經營需由各部門的相互協助，才能創造良好的經營經績效。 就以上的結論本研究給予以下的建議一、衍生性金融商品的推展二、服務客戶族群的開發，三、信用部管理的模式，必須打破華人「差序式領導」理論的思維，才不會造成基層員工由「天才」變成「庸才」。四、增強督導關係與督導訓練，在主管的培訓或在職訓練能夠加入督導訓練課程。
In the development of agriculture in Taiwan, the Farmer’s Association is one of the primary organizations of farmers. There are two hundred and eighty-seven Farmer’s Associations around Taiwan. The employees of the Farmers' Association is 16,385 people (not including temporary staff), deposits as much as 1 trillion and 100 million NT dollars, total loans of 6,822 billion NT dollars. The scale of Farmers'Associations isn't inferior to private banks. This study used case study and secondary data analysis method to investigate the management of human resource and operation performance of Farmers’ Association in Chiayi County. According to this research, the two main conclusions are proposed. First, there are three characteristics about the management of Human Resources in the Credit Department of the Farmers' Association: (1) Leadership styles of the directors tend to be participative, consultative and democratic leadership styles. (2) In term of the supervisory relationship, group supervision is rarely conducted to help employees develop their professional knowledge, except the regular meetings. (3) the management of the credit department is a kind of authorized leadership style. The other conclusion is that it is necessary to make all the departments of the Farmers’ Associations work together to create a better operational performance. Based on the conclusions mentioned above, it is suggested that the promotion of the financial derivatives and the acquirement of more clients are the keys to improve the operation performance of the credit department. In terms of the management of the human resource, the traditional way, differential leadership may need adjusting to make the best possible use of men. Last, it is necessary to strengthen the relationship of supervisor and supervisee. In terms of the training of supervisors, on-the job training and the training of directors or managers are suggested to be added in the training programs. |
