臺灣博碩士論文加值系統

回顧台灣中小企業，家族企業就佔了80％，因此以家族結構經營便成為我國中小企業長久以來的主要方式，而此一方式便是建立在血源或姻親關係上的特殊組織架構。
本報告藉由個案研究的方法，整理敘述台灣中小企業實際發生之十九個案例，探討中小企業之家族成員進入組織後產生對組織之問題與影響並予以分析，並運用管理理論與人力資源管理技術獲致以下建議。
給新進家族成員之建議：評估自己對家族工作是否有興趣、進入企業前，應將自我心態調整合宜、專業技能要訓練與虛心請教、以身作則並取得員工的信任與支持、待人處事要尊重員工與自己；給新進家族成員尊長之建議：瞭解新進家族成員的興趣與能力、規劃適合的培訓計劃、與家族成員明訂退場規範、公私分明，獎懲合宜、信任且認同既有員工、能力導向，避免任人唯親；對組織之建議：落實獎罰制度、唯才是用，薪酬合理、落實整體性的教育訓練、運用團隊管理治理、強化員工向心力與凝聚力，以削減新進成員不當作為對組織之傷害、良好的企業文化要傳承。

Family business has been the majority in Taiwanese small and medium-sized corporations (SMCs) for a long time. In fact, 80 percentage SMCs in Taiwan are composed of family business. This unique organization structure is basically constructed on kinship.
This research summarizes 19 practical cases in Taiwanese SMCs by case study, and aims to analyze the problem and impact of superfamily members in SMCs enter organization. We conclude the following suggestions by conducting management theory and human resource management.
The first one is suggestion to new family members in organizations. Evaluate personal interest, and moderate personal attitude and professional skill before entering the organizations. Learn from senior colleagues with humble, and pose a respectful attitude to employees. Earn trust and support from others by conducting these suggestions. The second suggestion is provided for elders of new family members. Educate the new member by planning complete schedule refers to his interest and ability. Build an independent and fair regulation and evaluation system for employees in case that the intimate relationship of family members eventually discourages other employees and decreasesefficiency. The last part is suggestion for organization. Implement the independentevaluation and salary system, so employees are more willing to improve in working. Besides, team management will be considered to strength employees’ royalty as well as decrease the organization injury by new member’s inappropriate behavior.Last but the least, organization will certainly increase the competitive competency by following the above suggestions.

目錄

摘要...............................................I
Abstract........................................ ...II
謝誌..............................................III
目錄..............................................IV
圖目錄...........................................VI
表目錄..........................................VII
第一章 E公司及其發展...............................1
第一節 E公司的沿革.............................1
第二節 E公司組織編制與人力結構.................5
第三節 生產作業流程...........................10
第四節 E公司的營運現況........................13
第五節 E公司人力資源任用政策..................15
第二章 案例分析...................................18
第一節 前言...................................18
第二節 家族成員進入的時點.....................19
第三節 新進家族成員本身之問題.................20
第四節 新進家族成員尊長之問題.................26
第五節 新進家族成員進入組織後所產生之問題.....33
第三章 結論與建議.................................54
第一節 結論...................................54
第二節 建議...................................55
參考文獻..........................................68

圖目錄

圖1-1E企業公司組織圖..............................6
圖1-2生產作業流程圖..............................12
圖1-3台灣區手工具業出口總金額與E公司出口總金額比較圖..........................................15
圖1-4E公司年銷售額與生產效率比較圖................17

表目錄

表1-1E公司員工級別統計............................7
表1-2E公司間接人力職務表..........................7
表1-3E公司直接人力職務表..........................7
表1-4E公司間接人員職稱界定表......................8
表1-5E公司職務職等系統表..........................9
表1-6台灣區手工具業出口總金額與E公司出口總金額比較表..........................................14

參考文獻

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8.Gary Yuki (2006) Leadership In Organizations