跳到主要內容

臺灣博碩士論文加值系統

(35.172.223.30) 您好!臺灣時間:2021/07/25 12:30
字體大小: 字級放大   字級縮小   預設字形  
回查詢結果 :::

詳目顯示

我願授權國圖
: 
twitterline
研究生:鄭明智
研究生(外文):Ming-Chih Cheng
論文名稱:全球供應體系下之人力資源開發策略與作法
論文名稱(外文):The Human Resources Development Strategy and Practices in Global Supply System
指導教授:蔡敦浩蔡敦浩引用關係
指導教授(外文):Dun-Hao Tsai
學位類別:碩士
校院名稱:國立中山大學
系所名稱:高階經營碩士班
學門:商業及管理學門
學類:其他商業及管理學類
論文種類:學術論文
論文出版年:2004
畢業學年度:92
語文別:中文
論文頁數:114
中文關鍵詞:發展任用資訊硬體製造業全球供應體系人力資源開發
外文關鍵詞:developingemploymentglobal supply systemIT manufacturing industryhuman resources development
相關次數:
  • 被引用被引用:0
  • 點閱點閱:186
  • 評分評分:
  • 下載下載:0
  • 收藏至我的研究室書目清單書目收藏:0
在微利時代,台灣的3C產品EMS大廠已經成品牌大廠的重要合作伙伴,它們所憑藉的是全球佈局所帶來的成本與速度的效益。在這些EMS大廠的背後有著一群堅實的零組件供應商,而這些供應商也是使得EMS大廠能夠競逐全球的重要因素。基於成本以及速度的考量,這些零組件廠商也不可必免的必須隨著EMS大廠走向全球佈局,紛紛到大陸、東南亞、歐洲以及中美洲去設立工廠。然而這些零組件供應商多半是中小型企業或是才發展不久的新創事業,因此其所具備的資源通常不若EMS大廠般的豐富,所以它們在全球化的道路上走的比較謹慎而辛苦,通常是在「邊做邊學」中去累積人力資源、財務資源以及全球營運的能力。
本研究所關心的人力資源管理的議題,更精確的說是「零組件廠商在追隨EMS大廠走向全球佈局的過程中,如何快速的開發人力以便在各地建立起工廠」。本研究將人力資源的開發定義為「任用」與「發展」兩方面,同時認為EMS大廠在人力資源開發上的作法可以成為零組件廠商仿效的標竿。因此本研究選擇兩家EMS大廠以及一家零組件供應商作為研究對象,希望歸納、整理出EMS大廠在人力資源開發上的策略與作法,找出其對於零組件廠商的啟發。
本研究採個案研究方法,經由資料的歸納與分析獲得了以下三點結論與建議:
1.在全球佈局下,EMS廠人力資源部門角色已由傳統處理組織內選訓晉用等例行公事,轉為知識加值者。
2.EMS廠的人力資源開發作法,根據各公司不同的人力資源哲學可分為兩類:一類對人力資源承諾較高,一類對人力資源承諾較少:承諾較高者對於人員任用欲自行培養,人力開發上則是採虛實結合的教育平台;承諾較低者,人員取得主要是直接向外招募,人力開發上,仍以實體教育平台為主。
3.在人力資源開發上的作法,任用上除了評估技術外,亦可開發運用人格特質曲線;人力發展上,除了透過實體平台執行教育訓練,亦需發展電子平台輔助與加強。
In the era of low-margin products, Taiwan’s electronics manufacturing service (EMS) providers, who produce communication, computers, and consumer electronics products, have become the most important partners to the most prominent international brand retailers. This is due to their premium cost advantages and superior efficiency in supply chain management through their global expansion and resourcing strategies. EMS providers’ strong connections with component suppliers are another key factor contributing to their success. Following the EMS manufacturers’ global expansion and resourcing strategies, the component suppliers have to set up factories in China, South East Asia, East Europe and Latin America. As these component suppliers are usually small- and medium-sized enterprises or are start-up businesses, their resources are not as abundant as the EMS manufacturers. As a result, it is more difficult and requires extra care when attempting to become globalized. As well, they normally have to learn as they proceed and this pertains to human capital, financial resources and the competency to operate globally

This research is concern with human resources management. In other words, “based on EMS manufacturers’ global disposition strategy, how do the component suppliers develop their human resources to set up the factories globally.” This research defines human resources management as employment and development. This study utilizes the human resources development practices of the EMS manufacturers as the benchmark for component suppliers. As a result, two EMS manufacturers and one component supplier are chosen as objects of study. This shall help to generalize the principle practices used in human resources development of the EMS manufacturers and hopefully implications for component suppliers can be derived.


The research is based on a case study. Three conclusions are generated from data collection and analyses:

1.With a prominent trend towards globalization, the human resources department of the EMS manufacturers has transformed its role from a conventional unit in charge of daily routine activities such as recruitment, training and promotion to a value-added one.
2.According to the human resources management philosophies adopted by different EMS manufacturers, the human resources acquisition strategy can be categorized into two types. The first type is a group with a higher commitment in human resources while the other does not have as much. The former group which has a higher commitment concentrates on internal training. This group prefers to train staffs by themselves and uses both physical and virtual training platforms. The latter group which has a lower commitment acquires staffs from the labor market directly and target in using the physical training platform.
3.In addition to evaluating the employees’ capability, personality curves can also be developed during the recruiting process. Human resource development solely by physical platform is insufficient and it is essential to incorporate the electronic platform to enhance its effectiveness.
第一章 緒 論 1
第一節 研究背景與動機 1
一、研究背景 1
二、研究動機 2
第二節 研究目的 2
第二章 研究方法 4
第一節 質性研究法 4
一、質性研究方法的特性 4
二、與量化研究的不同 7
三、個案研究法 9
第二節 研究設計 10
一、樣本選擇 10
二、資料收集 11
三、資料分析 11
第三章 文獻探討 13
第一節 企業國際化理論 13
一、企業國際化之動機 13
二、國際化過程 20
三、跨國企業協調管控方式 22
第二節 策略性人力資源管理 24
一、策略性人力資源管理定義 24
二、策略性人力資源管理的架構 25
第三節 人力資源開發 29
一、人力資源任用 29
二、人力資源發展 36
第四節 國際人力資源任用與訓練 39
一、駐外人員之甄選 39
二、駐外人員之訓練 44
三、當前國際人力資源規劃缺點 48
第四章 個案介紹 50
第一節 Q公司 50
一、公司簡介 50
二、人力資源制度介紹 57
三、人力資源開發策略與做法 58
第二節 W公司 62
一、公司簡介 62
二、人力資源制度介紹 65
三、人力資源開發的策略與作法 68
第三節 F公司 76
一、公司簡介 76
二、人力資源制度介紹 80
第五章 資料分析與研究結果 87
第一節 資料分析 87
一、個案公司基本比較 87
二、Q公司與W公司在人力資源開發策略與作法之比較 88
第二節 對F公司之啟發 95
一、任用 96
二、發展 100
第六章 結論與建議 105
中文部分
1.王玉民,民87,質化研究方法應用之探討--以大陸台商投資實證研究為例,淡江人文社會學刊,創刊號:頁37-57。
2.呂重昀,民88,台商赴大陸投資母公司與子公司互動關係之研究,國立中山大學企業管理研究所未出版碩士論文
3.李聲吼,民86,人力資源發展的能力內涵,就業與訓練,15:2,頁51- 58
4.李蘭甫,民83,國際企業理論,台北:三民書局
5.吳孟玲,民87,我國跨文化訓練現況與架構之探討-以資訊電子業為例,國立東華大學國際企業管理研究所未出版碩士論文
6.吳青松,民88,國際企業管理—理論與實務,台北:智勝文化事業
7.余德成,民85,品質管理人性面系統因素對工作績效之影響,國立中山大學企業管理研究所未出版碩士論文
8.施世昌,民92,競爭策略、人力資源管理系統與組織績效之研究—以大陸地區企業為例,國力中山大學人力資源管理研究所未出版碩士論文
9.柯淑敏,民83,分手經驗的個人意義:一種故事的觀點,輔仁大學應用心理系研究所未出版碩士論文
10.張火燦,民85,策略性人力資源管理,台北:揚智文化
11.張琦德,民85,中美日海外派遣人員之訓練、領導及滿意度之研究,國立成功大學企業管理研究所未出版碩士論文。
12.許士軍,民85,定性研究在管理研究上的重要性,Chung Yung Journal, Vol. 24, No. 2.:pp.1-3
13.許政傑,民87,全球供應鏈管理策略之研究:以台灣電腦業為例,國立政治大學企業管理研究所未出版碩士論文
14.黃英忠,民82,產業訓練論,台北:三民書局
15.經濟部技術處,民91,「產業技術資訊服務推廣計畫」(Industrial Technology Intelligence Services;簡稱ITIS計畫),台北:經濟部
16.趙必孝,民89,國際化管理-人力資源觀點,台北:華泰文化事業
17.趙義隆、于卓民、謝文雀,民87,國際企業管理,台北:空中大學
18.蔡敦浩,民74,策略決策過程之研究,國立政治大學企業管理研究所未出版博士論文
19.緯創資通財務報表(2003年)
20.廣達電腦公開說明書(2002)
21.鄭陸霖,民88,一個半邊陲的浮現與隱藏:國際鞋類市場網絡重組下的生產外移,台灣社會研究月刊,第三十五期。
22.賴劉炎,民84,企業人才培育之選訓用探討:中鋼公司個案研究,國立中山大學企業管理研究所未出版碩士論文
23.簡建忠,民84,人力資源發展,台北:五南出版



英文部分
1.Anthony, W. P., Perrewe, P. L., & Kacmar, K. M.(1996). Strategic Human Resource Management. The Dryden Press Harcourt Brace College Publishers.
2.Barrat, A. M. (1993), Management developmentin the next decade. London: 84’ World OD/MD Congress
3.Bartlett, C. A. & Ghoshal, S.(1988), Organizing for Worldwide Effectiveness: The Transnational Solution, California Management Review, Fall, pp. 54-74.
4.Barney, J. (1991), Firm resources and sustained competitive advantage. Journal of Management , 17, pp.99- 129.
5.Becker, G. S. (1964). Human capital. New York: Columbia University Press.
6.Becker, G. S.(1976). The Economic Approach to Human Behavior, Chicago: University of Chicago Press
7.Beer, M., Spector, B., Lawrence, P. R., Mills, D. Q., & Walton, R.E. (1985). Human Resource Management: A General Manager’s Perspective. Newn York: Free Press,
8.Borys, B., & Jemison, D. (1989). Hybrid arrangements as strategic alliances: Theoretical issues in organizational combinations. Academy of Management Review, 14, pp.234- 249 .
9.Briscoe, D.R (1995), International human resource management USA Prentice-Hall,Inc
10.Buckley, P. J. and M. Casson. (1981). The Optimal Timing of a Foreign DirectInvestment, The Economic Journal, London, 91, Mar, pp.75-88.
11.Buckley, P., and Casson M. (1976), “The Future of Multinational Enterprise”, Landon: Macmillian.
12.Butler, J. E., Ferris, G. R. & Napier, N. K. (1991), Strategy and human resources management, Cincinnati: South-Western Publishing.
13.Calvet, A.L. (1981), “A Synthesis of Foreign Direct Investment Theories of the Multinational Firm”, Journal of International Business Studies, Vol.12(1), pp.43-59.
14.Coase, R. H.(1937),"The Nature of the Firms, Economica, Vol.4, pp. 386-405.
15.Delany, J. T., & Huselid, M. A. (1996). The impact of human resource management practices on perceptions of organizational performance. Academy of Management Journal, 39, pp.949- 969.
16.DeVanna, M. A., Fombrun, C, J., Tichy, N. M. (1984a). A framework for strategic human resource management. In M. A. DeVanna, C. J. Fombrun, & N. M. Tichy(Eds.), Strategic Human Resource Management. New York; Wiley.
17.Dunning, J. H. (1980), Toward an Electric Theory of International Production : Some Empirical Tests, Journal of International Business Studies, vol. 11 (spring/summer) pp.9-31.
18.Dunning, J. H. (1988), The Electric Paradiam of International Product : A Restatement and Some Possible Extensions, Journal of International Business Studies, Vol. 19, pp.1-31.
19.Dunning, J. H. (1993), “Multinational Enterprises and the Global Economy”, Workingham, Addison-Wesley.
20.Dyer, J. H. (1996). Does governance matter? Keiretsu alliances and asset specificity as sources of Japanese competitive advantage. Organization Science, 7, pp.649- 666.
21.Fisher,C.D, Shoenfeldt,L.F &Shaw, J.B (1993) Huamn resource management(2nd edit) , Boston: Houghton Mifflin
22.French, W. L., & Bell C. H.,Jr. (1990). Organization Development (4t h ed.) Englewood Cliffs, NJ: Prentice- Hall, Inc.
23.Ghoshal, S. & Nohria, N.(1989), Internal Differentiation within Multinational Corporations, Strategic Management Journal, Vol.10, pp. 323-337.
24.Hill, C. W. L. (1997) ,International business: competing in the global marketplace, Irwin Inc. Co , USA
25.Huselid, M. A. (1995). The impact of human resource management practices on turnover, productivity, and corporate financial performance. Academy of Management Journal, 38: pp.635- 672.
26.Hymer, S.H.(1976), International Operations of National Firms: A Study of Foreign Direct Investment, Boston, MA: MIT Press.
27.Jarillo , J.C and J.I Martinez. (1990)..Different Roles for subsidiaries : The Case of Multinational Corporations in Spain Strategic Management Journal 11 1990 :pp. 501-512
28.Johanson, J. and F. Weidersheim-Paul. (1975). The Internationalization of the Firm: Four Swedish Cases, Journal of Management Studies, 12, pp.305-322.
29.Johanson, J. and J. Vahlne. (1977). The Internationalization Process of the Firm: A Model of Knowledge Development and Increasing Foreign Market Commitments, Journal of International Business Studies, 8,pp. 23-32
30.Johanson, J. & J. Vahlne (1990), The Mechanism of Internationalization, International Marketing Review, Vol. 7(4), pp. 11-14.
31.Lawler, E. E., Mohrman, S. A. & Ledford, G. E. (1995). Creating high performance organizations: Practices and results of employee involvement and total quality management in Fortune 1000 companies. San Francisco: Jossey- Bass.
32.Lepak, David P. & Snell, Scott A.(1999). The human resource architecture: Toward a theory of human capital allocation and development. Academy of Management Review. vol. 24(1),pp.31- 48.
33.Mendenhall M., & Oddou, G., (1985), The dimensions of expatriate acculturation : A review, Academy of Management Review, vol.10,No. 4,pp.39-47
34.Mendenhall & Oddou, (1986), Acculturation Profiles of Expatriates Managers : Implication for Cross-Cultural Training Programs , Columbia Journal of World Business.
35.Mendenhall Dunbar & Oddou(1987), Expatriate selection, training and career-pathing: A review and critique . Human Resource Management , Fall , vol126 ,No3
36.Nadler L. (1983) , Human resource development : The Perspective of Business and Industry. Columbus, OH: ERIC Clearinghouse on Adult, Career, and Vocational Education.
37.Nonaka, I., & Takeuchi, H.(1995). The knowledge - creating company: How Japanese companies create the dynamics of innovation. New York: Oxford University Press.
38.Patton, M. Q. (1990). Qualitative evaluation and research methods, CA: Sage Publication.
39.Parkhe, A. (1993). Strategic alliance structuring. A gams theoretic and transaction cost examination of interfirm cooperation. Academy of Management Journal, 36, pp.794- 829.
40.Piercy, N.(1981) Company internationalization :Active and reactive exporting. European Journal of Marketing 15(3):pp26-40
41.Prahalad, C. K., & Hamel, G.(1990).The core competence of the corporation. Harvard Business Review, 68(May- June): pp.79- 91.
42.Quinn, J. B. (1992). Intelligent enterprise. New York: Free Press.
43.Reid. S. D(1981) The decision-maker and export entry and expansion Journal of International Business Studies 12(2) pp.101-112
44.Rousseau, D. M. (1995). Psychological contracts in organizations: Understanding written and unwritten agreements. Thousand Oaks, CA: Sage.
45.Rousseau, D. M., & Parks, J. M. (1993). The cont racts of individuals and organizations. In L. L. Cummings & B. M. Staw(Eds.), Research in organizational behavior, vol.15, pp.1-43.
46.Schuler, R. S.(1994). Strategic human resource management:Linking the people with the strategic needs of the business. In R. A. Noe, J.R. Hollenbeck, B. Gerhart, P. M. Wright(Eds.), Readings in Human Resource Management. IL:Richard D. Irwin, Inc.
47.Schuler, R. S.(1994). Strategic human resource management:Linking the people with the strategic needs of the business. In R. A. Noe, J. R. Hollenbeck, B. Gerhart, P. M. Wright(Eds.), Readings in Human Resource Management. IL:Richard D. Irwin, Inc
48.Sherman, A. W. Jr., Bohlander, G. W., & Snell, S.(1996). Managing Human Resources. 10th ed., South-Western College Publishing, Cincinnati, Ohio.
49.Snell, S. A., & Dean, J. M., Jr.(1994). Strategic compensation for integrated manufacturing: the moderating effects of job and organizational inertia. Academy of Management Journal, 3 7 , pp.1109- 1140
50.Strauss, A. & Corbin, J. (1990), Basics of Qualitative Research: Grounded Theory Procedures and Techniques, CA, Sage Publication.
51.Tichy, N. M., Fombrun, C. J., & Devanna, M. A. (1982). , Strategic Human Resource Management, Sloan Management Review, Winter 1982: 47-61.
52.Tsui, A. S.,Pearce, J. L., Porter, L. W., & Hite, J . P. 1995. Choice of employee- organization relationship: Influence of external and internal organizational factors. In G. R. Ferris(Ed.), Research in personnel and human resources management :117- 151. Greenwich, CT:JAT Presss.
53.Tung, R. L.(1986) Corporate executives and their family in China: The need for cross-cultural understanding in business. Columbia Journal of World Business,21(1), pp.21-25
54.Tung, R. L.(1987) Expatriate assignment: Enhancing success and minimizing failure. Academy of management Executive pp.117-126Youssef ,S.M 1975 Contextual Factors Influencing Control Strategy of Multinational Corporations Academy of Management Hournal , March 1975 pp136-145
55.Wright P.M. & Snell S. A (1998). Toward an unifying framework for exploring fit and flexibility in strategic human resource management. Academy of Management Review,23(4), pp.756-772.
QRCODE
 
 
 
 
 
                                                                                                                                                                                                                                                                                                                                                                                                               
第一頁 上一頁 下一頁 最後一頁 top