在知識經濟的時代，企業面臨著日益複雜和多變的挑戰，員工的個人主動性是應對這些挑戰的關鍵資源之一。本研究旨在探討如何通過人力資源管理策略來激發和培養員工的個人主動性，以提高企業的競爭力和創新能力。研究採用質性方法，通過文獻回顧和案例研究，選擇L公司作為研究對象，對其人力資源管理策略及其對員工個人主動性的影響進行深入分析。

本研究結果表明，明確的溝通和期望設定、領導力培訓、創新與風險承擔的鼓勵、目標導向和反饋機制、個人發展支持、及時激勵和獎勵以及持續改進策略，均是促進員工個人主動性的有效策略。此外，賦權領導和工作自主性對於員工個人主動性的提升具有顯著作用。研究建議企業在保留傳統文化精髓的同時，進行必要的組織創新和文化轉型，以應對快速變化的全球商業環境。

這項研究整理了實用的策略和見解，提供在招募甄選、訓練發展、績效考核及獎酬設計等有效的人力資源管理策略，從而激發和維持員工的個人主動性，促進組織的持續發展。

In the era of knowledge economy, enterprises are facing increasingly complex and changing challenges, and employees' personal initiative is one of the key resources to deal with these challenges. This research aims to explore how to stimulate and cultivate employees' personal initiative through human resource management strategies to improve the competitiveness and innovation capabilities of enterprises. The research adopts qualitative methods, through reference review and case studies, selects Company L as the research object, and conducts an in-depth analysis of its human resource management strategies and its impact on employees' personal initiative.

The results of this research indicate that clear communication and expectation setting, leadership training, encouragement of innovation and risk-taking, goal orientation and feedback mechanisms, personal development support, timely incentives and rewards, and continuous improvement strategies are all important factors in promoting personal initiative among employees. effective strategies. In addition, empowering leadership and work autonomy have a significant effect on improving employees' personal initiative. The study recommends that companies should carry out necessary organizational innovation and cultural transformation while retaining the essence of traditional culture to cope with the rapidly changing global business environment.

This research collates practical strategies and insights to provide effective human resource management strategies in recruitment and selection, training and development, performance appraisal and reward design, so as to stimulate and maintain employees' personal initiative and promote the sustainable development of the organization.

一、中文文獻：
王群孝（2017）。《策略性人力資源管理與其高績效工作系統之設計理論和應用》。T&D 飛訊，第237期。
許妙勻（2013）。《家族企業主管轉換型領導對員工主動行為影響之研究》。國立中正大學勞工關係學系碩士論文，嘉義縣。
黃秋絨（2013）。《主管轉換型領導、員工工作參與及員工主動行為之相關研究-以家族企業為例》。國立中正大學勞工關係學系碩士論文，嘉義縣。
黃毓娟（2012）。《包容性領導、心理安全感與主動性行為之關聯性研究──以心理賦能為調節式中介效果》。輔仁大學心理學系碩士論文，新北市。
曾鈞甫（2011）。《知覺主管支持對角色傾向、主動行為及工作績效之影響—以負向情感為調節變項》。國防大學管理學院資源管理及決策研究所碩士論文，臺北市。
劉建仁(2011)。臺灣話的語源與理據[電子書]。Facebook臺灣話資料交流所。2024.05.02取自https://taiwanlanguage.wordpress.com/2011/04/14/%E9%9B%9E%E5%A9%86%EF%BC%88ke-po%CB%8A%EF%BC%89%E2%94%80%E2%94%80%E5%A4%9A%E7%AE%A1%E9%96%92%E4%BA%8B%EF%BC%88%E7%9A%84%E4%BA%BA%EF%BC%89/

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