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E87061
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邁向二十一世紀企業人力資源管理體質總評估:社會服務及個人服務剖析
The Evaluation of the Function of Human Resource Management in the 21th Century: A Case of Social and Personal Service Industry
1.林文政
1.Wen-jeng Lin
1.國立中央大學人力資源管理研究所
1.Institute of Human Resource Management , National Central University
001,002,003,004
1.國立中央大學人力資源管理研究所
1.Institute of Human Resource Management , National Central University
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1.行政院國家科學委員會
1.National Science Council
A.14 計畫執行期間(起):1997-08-01
A.14 計畫執行期間(訖):1998-07-31
A.16 收到日期:1999-07-13
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台灣地區的基金會、醫院、大專院校、工商團體及觀光旅館等社會服務業

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001,002,003
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C.2 聯絡日期:1999-07-21
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1.國立中央大學人力資源管理研究所
1.Institute of Human Resource Management , National Central University
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C.7 資料公開日期:1998-08-01
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1.人力資源管理功能
2.社會服務業
3.產業特性
4.組織文化
5.組織特性
6.組織績效
7.管理制度
1.Human Resource Management Function
2.Industrial Characteristics
3.Management Systems
4.Organizational Characteristics
5.Organizational Culture
6.Organizational Effectiveness
7.Service Industry
勞 動市場隨著經濟環境的變遷而產生了巨大的變化。服務業人口現今已超過工業就業人口,約佔勞動人口約43﹪左右,其產值約佔全國 GNP的 60﹪左右。在即將邁入二十一世紀的今天,全球化競爭態勢已然形成,服務業的發展成為我國整體競爭力的利器。現今服務業在各項管理上,仍未臻健全,人力資 源管理的缺失尤多。所以,要發展服務業的競爭力,則人力資源管理便是提昇服務業競爭力關鍵所在。因此,本研究嘗試以實證研究的方式,在服務業的領域中,為 人力資源管理的體質做評估,以找出增進服務業競爭力指標。 本研究主要有以下五個目的:(1) 目前社會服務業之廠商在人力資源管理各項功能與制度上的實施狀況。(2) 組織特性對社會服務業之人力資源管理實施情形有何影響?(3) 外在環境對社會服務業之人力資源管理實施情形有何影響?(4) 人力資源核心功能對社會服務業的組織績效有何影響?(5)管理制度與組織文化對社會服務業的組織績效有何影響? 研究發現,人力資源管理並未真正落實到社會服務業中,絕大多數企業仍維持以傳統人事部的型態來執行人力資源的功能。由此可看出人力資源的功能在社會服務業 中仍不被重視。在社會服務業中,其人力資源管理的工作只限於一般行政作業而缺乏策略性的管理功能。 就組織特性、外在環境而言社會服務業的產業變動性和訊息流通性與人力資源功能的關係最密切,推測是因為社會服務業仍處於萌芽階段,競爭性強,整體變動性 大,而這些人力資源的核心功能可以權變性地幫助組織應變環境的需求。最後,人力資源核心功能的執行如績效評估、爭議事件、薪資福利,可以解釋組織的績效, 也就是說人力資源這幾個功能執行的越徹底,則組織的績效則越佳。但人力資源管理的執行並不能解釋員工離職率。整體言之,人力資源功能之執行越佳,組織績效 表現就越好。人力資源政策(管理制度與組織文化)方面, 研究發現組織文化的集權化, 會與組織的績效(包括主、客觀)呈現負相關傾向,所以,建議社會服務業應該採取分權的方式,讓管理制度更有彈性,才能因應多變的市場。

The labor market has been tremendously changed along with economic environment change. Thus, labor force in the Service Industry has been experienced growth in the past two decades, and its employment has been over the Manufacturing Industry since 1988. Service employee are approximately 43% of the national labor force and its production value is approximately 60% of the national GNP value. These statistics show that we are stepping to the lists of the developed countries. The trend of global competition has been formed. Taiwanese competitive success will be highly based on the achievement of the Service Industry. The managerial practices in the Service Industry are not well developed yet, it is especially true in the HRM function. Improving HRM practices, thus, is the key to enhance competition of the service department. This study is to evaluate the functions of human resource management and investigate their competitive HRM indexes. There are five major purposes in this study as following: (1) the existing HRM functions and systems in the Social and Personal Service Industry; (2) the impact of organizational characteristics on HRM practices; (3) the impact of external environment on HRM practices; (4) the influence of HRM core competencies on organizational effectiveness; and (5) the effect of management systems as well as organizational culture on organizational effectiveness. The results indicate that in most cases of the study underutilize HRM functions by using traditional personnel administration. The functions of human resource management in the Social Service Industry are underprized and its functions are viewed as administrative rather than strategic. As for the relationships between of HRM and organizationalcharacteristics and external environment, the transformation of the Service Industry as well as circulation of information have strong relationship with the functions of HRM. Generally speaking, organizations can overcome external environmental turbulence by maximizing HRM core competencies. Finally, implementation of HRM core competencies such as performance appraisal, dispute resolution and compensation has positive relationship with organizational effectiveness. In other words, the higher degree of HRM functions organizations implement, the higher effectiveness organizations have. However, the implementation of HRM core competencies has no impact on employees\' tturnover rate. Overall, the better HRM functions organizations implement, the better effectiveness organizations have. As for HRM policies (management system and organizational culture), the results show that the centralization of the organizations has negative relationship with organizational effectiveness. Thus, service organizations should adopt more decentralized decision making and organizational structure to overcome environmental turbulence.

D.16 完成檢誤日期:2000-01-04
D.17 預定釋出日期:2000-01-21
D.18 初次釋出日期:2000-01-21
D.19_1 最新版釋出日期:2000-01-21
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10.6141/TW-SRDA-E87061-1
http://efenci.srda.sinica.edu.tw/webview/index.jsp?object=http://efenci.srda.sinica.edu.tw:80/obj/fStudy/E87061
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