臺灣博碩士論文加值系統

本研究將深入瞭解傳統產業的組織結構與管理制度，對人力資源管理策略的思維，探討隨著新冠肺炎Covid-19的迅速擴散，使得焦慮、恐慌瀰漫全球。為抑止新冠肺炎之蔓延，世界各國採取許多不同程度防疫措施，如鎖國、封城、隔離與保持社交距離等，影響人類的生活、行為模式與心理狀態，疫情發燒至今面臨身、心、靈方面的挑戰，從產業的三個面向：一、解禁後復工的人力影響；二、供應鏈的影響；三、業績的影響。
提出示範性的建議以對企業未來國際化發展人力資源管理策略，全球的工作環境不斷變遷，探討組織結構管理制度如何影響人力資源管理策略，冀能深入分析兩家個案公司國際人力資源管理的差異，如何使企業經營在人力資源管理上所面臨的問題與挑戰，提供實務經驗與學術解決方法，希望能夠以此研究，讓對此主題有興趣者，更重視此一國際化人力資源管理上的問題，發揮國際化競爭力的關鍵所在，以提昇企業整體的競爭力。
企業界人力資源部門認同人力資源運營中心的基本概念，對企業的選、訓、用、育、留，為人力資源管理工作之重要性，為因應未來人力發展的需求，考量組織未來發展與人才的運用，無不積極培育、發展員工；由於現實因素與資源有限，很難面面俱到，使企業對員工訓練與發展投資多有遲疑；依據本研究發現整體人力資源發展的環境看來，對於人才發展機制的推動似乎尚未成熟，仍然有很大的空間需待觀念的教育及努力。
企業界普遍認同人力資源運營中心運作模式與概念，可藉由One by One返饋約談督導員工參與檢討其職務現狀及職涯之規劃，協助提出具執行力的個人職場發展計畫，將有助員工對於未來工作績效的展現，更進一步提升組織的競爭力。藉由人力資源運營中心之運作為參，與員工在模擬情境中的思維表現來推測、檢測它未來的能力透過工作分析來確立標的職位所需之技能。
以能力本位的概念，設計或選擇參與員工體現本職能力之模擬情境或測試，應透過多元化、多能工的培養人才及目前或未來實際工作情境相關之模擬培訓活動，來檢視員工之能力、分析其優劣勝敗趨勢，衡量員工個人的績效與發展需求，並可發掘訓練需求，使得未來發展的訓練更能符合員工所需。
研究發現，企業界普遍認為系統性的規劃人力資源運營中心方案是需要的，在實際的運作上仍受限於公司政策、專業知識、組織編制、預算...等因素所影響；人力資源運營中心的活動方案須經過系統性的分析、設計/發展、實施與評鑑等步驟，在嚴密控制的標準程序進行才得以使方案的運作達成效，在分析階段必須有足夠的分析研究，方能設計或選擇讓參與員工體現本職能力的模擬情境或測試。在既有之控制狀態下，讓員工參與模擬實作或接受面談，每一個活動將由不同的觀察者進行觀察與評估；觀察者在不同的活動進行中，就活動所設計的能力標準檢視，併記錄被測者的行為表現。活動過程的標準化程度愈高，則所得結果的公平性也就愈高，彙總所有觀察者的看法把資料整合作系統化，以各項目之工作能力撰寫成報告，使個人的偏見或評估時的偏誤降到最小，參考作為升任、培訓與學習及發展的依據。
企業普遍認同人力資源運營中心的內涵，規劃人力資源運營中心的活動各環節亦表需要，企業界實有設置人力資源運營中心之需要性，人力資源部門普遍認為完善的員工發展機制有助於企業人才的培育，並認為完善的員工發展機制將有助於人力資源體質之提升，更可進一步提升組織績效。研究發現，企業界人力資源部門普遍認同人力資源運營中心的基本概念，對於人力資源運營中心的實施各階段之相關問題均表有其需要性，尤其以本身即具員工發展機制或專責員工發展單位之企業，對人力資源運營中心的需要性更具認同與需要。
因此，為了促進工作績效與個人發展，企業界實有將發展中心列入組織編制中常設
性或任務性單位的必要；充分應用人力資源運營中心之功能與特性來協助員工改善增進
增進其工作績效，並促進其肯定自我未來發展的價值，進一步提升企業優質人力，強化組織競爭優勢，以因應未來環境的適應性。

This study will gain an in-depth understanding of the organizational structure and management system of traditional industries, as well as the thinking on human resource management strategies, and explore the anxiety and panic that has spread around the world with the rapid spread of Covid-19. In order to curb the spread of the new crown pneumonia, countries around the world have adopted many different levels of epidemic prevention measures, such as locking the country, closing the city, segregating and maintaining social distance, etc., which affect human life, behavior patterns and psychological states. The challenges are from three aspects of the industry: first, the human impact of resumption of work after the lifting of the ban; second, the impact of the supply chain; third, the impact of performance.
Put forward exemplary suggestions to develop human resource management strategies for the future internationalization of enterprises. The global working environment is constantly changing, and discuss how the organizational structure management system affects human resource management strategies , I hope to analyze in depth how the differences in the international human resource management of the two case companies lead to the problems and challenges faced by enterprises in human resource management, and provide practical experience and academic solutions. It is hoped that this study will enable those who are interested in this topic to pay more attention to this issue of international human resource management, the key to exerting international competitiveness, so as to enhance the overall competitiveness of enterprises.
Human resource departments in the corporate world agree with the basic concept of human resource operation center. The selection, training, use, education, and retention of enterprises are the importance of human resource management. In order to meet the needs of future human development, consider the future development of the organization and talents. The use of all these methods actively cultivates and develops employees; due to practical factors and limited resources, it is difficult to cover everything, which makes companies hesitate to invest in employee training and development; according to the overall human resource development environment found in this study, the development of talents The promotion of the mechanism seems to be immature, and there is still a lot of room for the education and efforts of concepts.
The business community generally agrees with the operation mode and concept of the human resources operation center. Through the One by One feedback interview, the employees can be supervised to participate in the review of their job status and career planning, and help to propose an executive personal career development plan. There will be Help employees show their future work performance, and further enhance the competitiveness of the organization. Participate in the operation of the human resources operation center, participate in the employee's thinking performance in the simulated situation to speculate and test its future ability, and use job analysis to establish the skills required for the target position.
Based on the concept of competency, design or choose to participate in simulated situations or tests for employees to demonstrate their own abilities. It is necessary to examine employees' abilities, abilities, Analyze the trends of its pros and cons, measure the individual performance and development needs of employees, and discover training needs, so that the training for future development can better meet the needs of employees.
The study found that the business community generally believes that a systematic planning of the human resources operation center plan is necessary, but the actual operation is still limited by factors such as company policies, professional knowledge, organizational establishment, budget, etc.; human resources operations The center's activity plan must go through the steps of systematic analysis, design/development, implementation, and evaluation, and it must be carried out in a strictly controlled standard procedure to make the operation of the plan effective. In the analysis stage, there must be sufficient analysis and research before it can be completed. Design or select simulated situations or tests that allow participating employees to demonstrate their job competencies. Under the existing control state, let the employees participate in the simulation implementation or accept the interview, and each activity will be observed and evaluated by different observers; the observers will check the ability standards designed for the activities during different activities, and Record the behavior of the subjects. The higher the degree of standardization of the activity process, the higher the fairness of the results obtained. Summarize the views of all observers, systematize the data integration, and write a report based on the working ability of each project, so as to avoid personal bias or evaluation. Biases are minimized and referenced as a basis for promotion, training and learning and development.
Enterprises generally agree with the connotation of the human resource operation center, and planning the activities of the human resource operation center also shows the need. The business community really needs to set up a human resource operation center. The human resource department generally believes that a sound employee development mechanism will help the company Cultivate talents, and believe that a sound employee development mechanism will help improve the quality of human resources and further enhance organizational performance. The research found that the human resource department in the corporate world generally agrees with the basic concept of the human resource operation center, and it is necessary for the relevant issues in each stage of the implementation of the human resource operation center, especially if it has an employee development mechanism or a dedicated employee development unit Enterprises have more recognition and needs for the need for human resource operation centers.
Therefore, in order to promote work performance and personal development, the business world has included the development center in the organization as a permanent establishment. It is necessary for individual or task units; make full use of the functions and characteristics of the human resources operation center to assist employees to improve
Improve their work performance, and promote their affirmation of the value of their future development, further enhance the high-quality human resources of the enterprise, strengthen the organization's competitive advantage, and adapt to the future environment.

中文摘要.II
英文摘要.VI
誌 謝 .VII
目 錄 .VIII
圖目錄 .X
表目錄 .XI
第一章、緒論.1
第一節、研究背景與動機.1
第二節、研究目的.1
第三節、研究流程.2
第二章、文獻探討.3
第一節、國際人力資源管理.4
2.1.1. 人力資源管理策略.4
2.1.2. 國際人力資源管理.6
2.1.3. 人力資源策略與組織績效.10
2.1.4. 人力資源策略、控制與績效.11
第二節、組織文化與領導風格.16
2.2.1. 組織文化的定義.16
2.2.2. 領導風格.18
第三章、個案分析研究方法.21
第一節、研究對象及方法說明.21
3.1.1. 公司簡介.21
(1) A公司沿革.22
(2) A公司營業比重.25
(3) A公司目前之產品項目.25
(4) 計劃開發之新產品.26
(5) 產業概況.26
(6) A 公司從業員工概況.28
(7) 勞資關係.28
(8) A公司創辦人訪談紀錄.29
3.1.2. B 公司簡介.29
(1) B公司沿革.29
(2) B公司營運概況.30
(3) 產業概況.31
(4) B 公司從業員工概況.31
(5) B 公司經營者訪談紀錄.32
第二節、資料蒐集方式與資料分析步驟.33
3.2.1. 資料蒐集方式.33
3.2.1. 資料分析步驟.33
第四章、個案的組織結構與國際人力資源活動之研究.34
第一節、組織結構.34
4.1.1. 管理模式.34
4.1.2. 集權或分權.35
4.1.3. 領導方式.35
4.1.4. 股權.36
4.1.5. 組織文化.37
4.1.6. 管理風格.38
第二節、人力資源管理活動.42
第三節、訓練.44
第四節、薪酬福利.45
第五節、績效考核、回任管理與工會組織.47
4.5.1. 績效考核.47
4.5.2. 回任管理.48
4.5.3. 工會組織.49
4.5.4. 個案人力資源管理(A、B公司的差異).50
第五章、個案分析與探討.56
第一節、個案分析.56
第二節、個案公司獲利能力及盈餘表現與鼓利政策.57
第三節、管理意涵.59
第四節、A、B個案公司如何因應疫情.60
第五節、研究討論.63
第六節、研究限制與未來研究建議.64
5.6.1. 研究對象限制.64
5.6.2. 未來研究建議.65
(1) 對企業界之建議.65
(2) 給後續研究者之建議.65
第六章、結論.67
參考文獻.70
中文部份.70
英文部分.72
圖 1.1 研究流程圖.2
圖 2.1 U型適應理論圖.11
圖 2.2 人力資源規劃(Human Resource Planning，HRP) .13
圖 2.3 人才策略計畫(Talent strategy plan).14
圖 2.4 文化整合架構.16
圖 2.5 八類型文化風格的優缺點.17
圖 2.6 領導的定義.18
圖 2.7 組織文化的七大特質.20
圖 2.8 五種常見的領導風格.20
圖 3.1 長期業務發展計劃.27
圖 4.1 自行車產業之供應鏈.39
圖 4.2 台灣自行車產業往高值化邁進.39
圖4.3 近5年企業海外派駐地區佔比變化.46
圖4.4 你不可不知的離職原因.46
圖5.1 觀念架構.54
表 3.1 A 公司營業比重.25
表 3.2 A 公司研發費用.26
表 3.3 A 公司最近二年度及截至年報刊印日止從業員工資料.28
表 3.4 B 公司營業比重.30
表 3.5 B 公司從業員工概況.31
表 4.1 個案組織結構.40
表 4.2 個案人力資源管理 (A公司).50
表 4.3 個案人力資源管理 (B公司).52
表 5.1 A 公司資料及獲利能力最近四年每股盈餘.57
表 5.2 B 公司資料及獲利能力最近四年每股盈餘.57
表 5.3 A 公司股利政策.58
表 5.4 B 公司股利政策.58

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