臺灣博碩士論文加值系統

人力資源管理活動規劃與實施方式及成效評估
—以大東紡織組織變革探討為例

中文摘要

在勞力密集的傳統產業紛紛外移、新興科技產業快速成長的現今環境下，屬於紡織產業的個案公司因應全球化發展趨勢，力求企業轉型與提升人才管理。研究者對個案公司組織與人力資源現狀問題進行診斷與分析，期望研究結果與建議能作為個案公司在導入人力資源各項管理活動的參考。
本研究目的在探討：一、個案公司在轉換過程所面臨的問題點，其人力資源管理活動規劃與實施方式如何去做改善。二、個案公司藉由人力資源所導入的改善行動方案，是否對組織的人事效能與營運績效有所提升。三、傳產面臨外部環境的變化中，其人力資源管理活動規劃與實施方式應有何配套措施，以因應新企業的挑戰。四、檢視新人力資源管理活動規劃與實施方式導入後，員工滿意度的情形為何。
本研究以個案公司人力資源管理的作業構面與內部顧客構面作為改善措施成效評估的架構，並從內部顧客構面做員工滿意度問卷調查。本研究假設個案公司在推行人力資源管理活動的各項變革方案後，員工對此相關的管理措施的滿意度比變革前的滿意度為高。
研究對象為個案公司的間接員工，樣本共計124位。研究變項共有四項構面，分別為招募甄選、訓練發展、績效管理與薪資管理。問卷設計分兩部分，第一部份為新、舊人力資源管理措施實施成效比較滿意度，依此四變項發展問卷內容。問卷內容以個案公司在2007年推動的人力資源管理措施為主，共計27題。各題項皆以Likert 5點量表來詢問填答者對新、舊人力資源管理措施實施成效的滿意度比較。第二部分為填答者的基本資料，包含年齡、教育程度、公司年資、所屬單位及職位。資料分析採敘述性統計、信度分析、效度分析與平均數差異檢定。
研究結果發現個案公司員工對公司在2007年所實施的招募甄選、訓練發展、績效管理與薪資管理等措施實施前、後的滿意度比較，在實施後的各個構面成效滿意度都比實施前成效滿意度高，但除了訓練發展與績效管理外，其他二個管理構面並不顯著，顯示本研究先前假設「個案公司在推行人力資源管理活動的各項變革方案後，員工對此相關的管理措施的滿意度比變革前的滿意度為高」僅二分之一成立。
就各別題項的前後滿意度做比較，達顯著的題項為集中在教育訓練與績效管理的活動上。而(一)滿意度平均數高於3.5分的為「對『主管管理才能MTP課程』能幫助我增進管理能力」與「對『360度管理職能評量』能幫助我了解自己的職能優、劣勢」，此二項之前、後平均數比較達到顯著。(二)滿意度介於3.5分到3分之間的題項佔所有題項的74%，涵蓋範圍包含績效管理構面與部分招募甄選、訓練發展及少部分的薪資管理，其中績效管理構面雖然在7個題項中有5個題項的措施實施前、後滿意度差異達到顯著，但就平均滿意度而言，員工的滿意感受是比以前還要好，但滿意的程度是普通的。(三)滿意度低於3分者，為不滿意的題項共有五題，其中四題皆為薪資議題。

關鍵字：人力資源管理、招募甄選、訓練發展、績效管理、薪資管理、變革、滿意度。

Human Resource Management Activity Planning, Implementation and Evaluation
–The Case of Tah Tong Textile’s Organization Change

ABSTRACT

In a time when labor-intensive traditional industry is experiencing outflow while technology industry is booming, the case study company that belongs to textile industry is under transformation and targets on human resource management (HRM) to address the trend of globalization. This thesis analyzes and diagnoses the case’s current issues of organization and human resource in the hope to provide suggestions for all management issues regarding human resource.
The study is to discuss 1. how the planning and implementation of human resource activities help to tackle problems in a company’s transformation; 2. if the improvement activity implemented by human resource can improve HRM efficiency and operational performance; 3. what supporting measures should HRM formulate to come with planning and implementing policies as to cope with challenges traditional industry faces in the changing environment; and 4. review the employees’ feedback after planning and implementing the HRM activities.
This thesis evaluates the improvement measures’ results from the perspectives of the company’s operation and internal customers. It conducts survey questionnaire on the satisfaction of internal customers based on the hypothesis that the company has better employee satisfaction for relevant management policies after it implements change initiatives for HRM.
There are totally 124 research objects from the company’s indirect employees.The four variables are recruitment & selection, training & development, performance management and compensation management. The questionnaire is divided into two parts. The first part is the satisfaction comparison between the existing and new human resource policies. The 27 questions are developed according to the four variables with a focus on the company’s human resource policies implemented in 2007. Respondents are asked on the satisfaction comparison between the existing and new policies based on the Likert 5 scale. Part Two is about respondents’ profiles including age, education, seniority, department and position. Data analysis used descriptive statistics, reliability, validity analysis and T test as tools.
Results show employees’ satisfaction level after implementing HRM activities such as recruitment & selection, training & development, performance management and compensation management are higher than before. However, there is significant difference only in the two variables, training & development and performance. This shows the above hypothesis is half established.
There are significant differences for training & development and performance management questions in the satisfaction comparison. 1. The mean differences between the two variables are more significant than the other two with the satisfaction degree higher than 3.5 on “‘MTP courses’ can help individuals in improving managing ability and the ‘360-degree management competency evaluation feedback’ can help supervisors to find out their strength and weakness .” 2. The satisfaction degree between 3 to 3.5 accounts for 74% of all questions. It includes questions for performance management, some recruitment & selection, training & development and a minority of compensation management. Although there are 5 questions out of 7 achieved significant difference regarding the performance management, the overall satisfaction is only moderate compared to before. 3. For satisfaction degree lower than 3, four negative responses out the five are about salary.

Key words: Human Resource Management (HRM), Recruitment & Selection, Training & Development, Performance Management, Compensation Management, Change and Satisfaction.

目 錄
中文摘要 i
ABSTRACT iii
目 錄 v
圖目錄 vii
表目錄 viii
第一章 緒論 1
第一節 研究背景與動機 1
第二節 研究目的 2
第三節 章節架構 2
第二章 文獻探討 5
第一節 招募甄選 5
第二節 訓練發展 12
第三節 績效管理 19
第四節 薪資管理 25
第三章 個案公司組織問題診斷分析 32
第一節 個案公司簡介 32
第二節 研究流程 33
第三節 組織調整 36
第四節 招募甄選 37
第五節 訓練發展 39
第六節 績效管理 40
第七節 薪資管理 44
第八節 人力資源管理作業指標 49
第四章 組織問題解決所採取的管理措施 51
第一節 招募甄選 51
第二節 訓練發展 53
第三節 績效管理 64
第四節 薪資管理 69
第五節 人力資源管理作業指標 75
第五章 組織改善措施成效評估 78
第一節 人力資源管理作業指標成效評估 78
第二節 內部顧客滿意成效評估 79
第三節 資料分析方法 80
第六章 研究結果 81
第一節 回收樣本基本資料分析 81
第二節 信度分析 85
第三節 各項管理變革措施實施成效分析 86
第七章 結論與建議 95
第一節 人力資源作業構面執行結果 95
第二節 個案研究結果 97
第三節 管理意涵 101
第四節 研究限制與後續研究建議 103
參考文獻 104
一、中文部份 104
二、英文部分 105
附錄：問卷 108

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