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T&D 122

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(Knowledge)
(Competency)

(2007)

12
(2007) 76 1 14
12

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(new chaos economic

age)
(multi- interactive
recursive accumulation)
(2010)

T&D 122

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911

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Bhret

(
2009)
Bhret
Bhret

(implicit)(soft)
(competency)1963
McClelland

1970,
,(IQ)1993Spencer & Spencer

(explicit knowledge)(hard skill)

(implicit
knowledge)(soft skill)
Eucker (2007a)

T&D 122

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Eucker (2007b) Intel

Intel
(knowledge capture)
(reuse)
(structure)(function)(content)3
(dialogue)(coaching)
(experience)
(know-how)
6

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Intel

(knowledge
capture)

(dialogue)

(coaching)

(experience)

1.
2.
3.
4.
5.
1.
2.
3.
4.
1.
2.
3.
1.
2.
3.

Eucker, T. R.2007b. Maintaining levels of expertise at INTEL. Knowledge

Management Review, 103, 28-33.

T&D 122

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T&D 122

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5.

6.

4.

1.

2.

7.

3.

8.

9.

Virtanen( 2000)5
( task competence )(professional
competence in subject areaprofessional
competence in administration( political competence
ethical competence
126 933

()

24
9

T&D 122

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10 15

(Assessment Center)
1

2
/

()
/
1

(2005)T&D 37 2005 9
p1-18
(2007) (
)635-679
10

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&

Berry F. S. & Sherwood F.(2009) 98

360

Eucker(2007b) Intel

(Standard Operation
11

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Procedure, SOP) (reuse)

(coach)(guide)
/

()

12

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()

(knowledge
capture)

(dialogue)

(coaching)

(experience)

()

13

1.
2.
3.
4.
5.
6.
1.
2.
3.
4.
5.
1.
2.
3.
4.
1.
2.
3.
4.
5.

(reuse)
(SOP)

(coach)&(guide)

T&D 122

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Berry F. S. & Sherwood F.(2009) Senior Executive Development in the United States: Current
Practices in the Government
98p33-50
Eucker, T. R.2007a. Understanding the impact of tacit knowledge loss. Knowledge
Management Review, 101, 10-13.
Eucker, T. R.2007b. Maintaining levels of expertise at INTEL. Knowledge Management
Review, 103, 28-33.

Virtanen, T. (2000). Changing Competences of Public Managers: Tensions in

Commitment. The International Journal of Public Sector Management, 13 (4):
333-341.
(2009)98
p115-154
(2010)
(2007) 45 6

(2010) T&D 99 8
100
(2010)99 10 173

(2010)
p390-408
(2007)
(
)635-679
(2010)99

2006

14

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An Alternative Thinking on the T&D of Senior Executive

Service
Stanley Tsan-Ying Lin*
Abstract
Nowadays, the governments face a new impact environmentdomain
boundaries are falling away, the uncertainty future from a rapidly changing world.
This paper intends to derive the training and development (T&D) system of senior
executive serviceSESfrom the discussion of what the abilities and competencies
that SES should be equipped. Knowledge, competency, awareness and
responsibility are the important capabilities for SES. Hence, SESs T&D
framework and solution of each competency have proposed in this paper.

Keywords: environment change, competency, Senior Executive Service, Training

& Development Structure, Training & Development program

Assistant Professor, Department of Labor and Human Resources, Chinese Culture University
15