有許多的企業在由小公司成長至集團規模時採用垂直型組織架構，集團內各事業及分公司又重新設立了自己的HR部門，造成部門設置重疊，人員重工，人力成本上升，資源浪費，亦無法對下屬事業單位進行有效的指導和監督，制約了集團人力資源管理水平的提升。在面對外部變化劇烈的環境時，企業HR也無法及時做出響應，人力資源管理部門越來越邊緣化，被歸類於行政功能單位，成本中心而不是利潤中心，難以替組織創造可見的價值。
因此，企業集團的人力資源管理活動需要進行流程升級的再造。HR部門應該從繁重、重複的事務性處理工作中抽離，由原來的行政命令制定、執行者，轉變為企業的戰略合作夥伴、員工服務者、專家顧問和變革創新推動者這四種角色，站在企業戰略的高度進行思考和運作，真正成為企業的戰略合作夥伴。
20 世紀80 年代興起於西方的共享服務理念由財務、IT等領域向人力資源管理領域延伸，人力資源共享服務中心模式(HRSSC模式)在這一背景下產生，由人力資源業務夥伴與業務部門合作，制定人力資源的戰略決策，協助業務部門實現經營管理目標。通過HRSSC這種新的管理模式有效地推動人力資源管理部門向企業的戰略合作夥伴邁進。
本文擬採用文獻、邏輯分析和案例分析法,分析目前企業集團HR管理中存在的問題,指出流程再造背景下企業人力資源部門需要應對的變化,找出建立HRSSC 的優點，結合實務，分析建立HRSSC 後的HR 部門的組織架構和運作流程。提出企業集團實施HRSSC 管理模式時應注意的問題和對策建議等，為企業集團人力資源部門的部門重組和流程再造提供了本地化建議。

Lots of enterprises use the vertical organizational structure while growing from a small company into group level; each branch reestablished their HR department, which lead to the overlapping of HR department. The HR department is often not deemed a profit center while an administrative unit, which is not easy to create visible value immediately and be marginalized, caused the weak management and supervision to subsidiaries, restricted the Group's HR development. It’s also sluggish the response in a severe changing external environment.
The HR departments should transformer to a potential profit center and get rid of the heavy, repetitive routine process. Perform roles as strategic partner, staff service provider, expert consultant and innovation impeller, becoming a truly strategic joint venture partner. In the1980s, the rise of shared service concept in the west extends from the areas of finance; IT to human resources management, HRSSC mode is generated in this context. The HR business partners and the business sector cooperate to make human resources strategic decision and help business departments to achieve management objectives
This article intends to use logical analysis and case analysis to analyze the problems that exist in HR management of enterprise group, identify the need for HRSSC establishment, summarized the difficulties, through the study to provide some localized recommendations to Enterprise.

1. Introduction 1
1.1. Research Background 1
1.2. Research Motivation 3
1.3. Research Objectives 5
1.4. Research Method 7
1.4.1. Data Collection and Analysis 7
1.4.2 Procedure 8
1.5. Research Structure 11
2. Literature review 12
2.1. The organizational theory 12
2.1.1. Enterprise organizational structure theory 12
2.1.2. Process reengineering theory 14
2.1.3. Organizational transformation theory 16
2.2. The overview of human resource management theory 18
2.2.1. The information theory of human resource management 18
2.2.2. Strategic human resource management theory 20
2.3. The meaning of HR shared services model, organizational structures and functions 23
2.3.1. Meaning of HR shared services model 23
2.3.2 The sharing service pattern of Human resource organizational structure and their relationship 24
2.3.3. The role played of human resources shared services 27
3. Human resource management process reengineering in enterprise 30
3.1. The HR organizational structure and management mode of traditional enterprise 32
3.2. The HR operation process in traditional enterprise group 35
3.3. The repositioning of HR department –Profit Center 38
3.4. The HR management under the shared service center mode. 41
3.5. HR operation under the HR shared service management mode 43
4. Practice analysis of building enterprise HRSSC 51
4.1. The HRSSC implementation process 51
4.1.1. Organizational structure design 51
4.1.2. Business process designing 52
4.1.3. Establishing the operating rules 54
4.1.4. The construction of the infrastructure 54
4.2. The key factors of the successful implementation of HRSSC 56
4.2.1. The full support from senior leaders 56
4.2.2. Perform the internal HRM process reengineering well 57
4.2.3. Selecting the appropriate E-HR system 57
4.2.4. Improving the quality of HR staff through training and learning 58
4.2.5. Developing practical HRSSC propulsion plan 60
5. Case study 61
5.1. The introduction of the enterprise's basic situation 61
5.2. T group organization 62
5.3. The analysis of T group company human resources system’s problem 64
5.4. The establishment of T group’s human resource sharing service center 65
5.4.1. Guiding ideology of the establishment of T group human resources sharing service center 66
5.4.2. T group human resources sharing services center framework 68
5.4.3. The risk of importing T group into HRSSC mode 72
6. Conclusions and Suggestions 75
6.1. Conclusions and Implication 75
6.2. Limitations and Suggestions for future research 77
Reference 79

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