越來越多的企業開始認識到人力資源管理的重要性。人資部門的角色正在從支援性質的行政工作轉向企業策略合作夥伴。本論文試圖探尋產業別，所有權，地域和政策對兩岸人資管理的影響，以及造成這些影響和差異的原因。
我們選定兩岸近40家民營、國營和外資企業作為研究對象，且多為該產業領頭企業，受訪者也大多為其人資部門中階以上主管。其中22家為主要參考企業，每間至少採訪一位人資部門同仁進行半結構化的深入訪談。其他15家次要參考企業則通過電話採訪、公司網站等方式收集資訊。所得數據經分類整理及編碼以便於後繼研究使用。
研究發現傳統產業的人資管理更加系統化和專業化，表現為與企業運營和策略的聯接更緊密，且多傾向於能力導向的訓練計劃。基於對管理效率和經營成長的需要，大陸國有及民營企業其人資管理正在快速向專業化和制度化轉變；而台灣HR界則向著服務化及企業整合方向發展。外商公司為了獲得更多市場份額，在保持全球標準化的同時，也積極為本土化及適應當地市場進行不懈努力。作為一個保持高經濟成長率的發展中國家，中國大陸不斷修改政策法規以滿足其對勞動力的使用需求。反過來這又導致了企業需要不斷調整人資策略和施行以適應或應對《新勞動合同法》及其補充條款，而這種現象在已發展國家的台灣並不常見。為了使新建立的社會保障系統持續運作，發揮其穩定社會及調節財富分配的功能，中國大陸的“五險一金”制度給企業和個人都帶來沉重的負擔，而這也是經濟轉型所必經的陣痛之一。此外，經濟發展加速了業務的擴張，又使得企業需要的人才更多，範圍更廣，專業化程度更高。中國大陸的企業更頻繁使用獵人頭公司招募人才。
在兩岸及全球互動及扁平化發展的今天，知曉人資管理在不同產業、制度以及地區的特點及發展狀況，可以更好地為現有企業進行人資規劃。本研究希望能給與人資同仁及相關企業以最大程度的實用性參考價值。

關鍵字：兩岸，人資，策略人資，業務夥伴，轉型，產業別，所有權，勞動法規

More and more companies start to recognize the importance of human resource management. The role of HR is turning from supportive administration to strategic partnership. We want to explore how the industry type, ownership and region differences affected the HRM, and most of all, what causes these differences.

We selected nearly 40 enterprises of private, state-owned and foreign ownerships in Mainland China & Taiwan, and most of them are leaders or first-tier in each industry. The semi-structured in-depth interview was conducted at the 22 major reference companies, while information of the other 15 minor reference companies was collected through telephone interview, company websites and so on. The mass survey data was then carefully categorized, coded and analyzed.

Study found that HRM in traditional industry was more systematic and professional which revealed an inclination to competency-oriented training and a close connection with business operations and strategies. Under the needs for efficiency and effectiveness, HRM in China state-owned and private enterprises were transforming towards professionalization and institutionalization in a fast pace; while the HRM role was changing towards service and integration with business in Taiwan as contrast. Foreign companies, however, have been making great effort in localization and adaptation in order to gain more market-share and, at the same time, maintaining highly standardized protocol policy in branches around the world.

As a developing country which keeps a high growth rate in economy, China constantly revises the laws to satisfy its requirement in labor use condition. This in turn leads to an unremittingly change and adaptation of HR policy and practices to cope with the New Labor Contract Law and its amendments. As a result of wealth redistribution in social security system, both employer and employees are imposed with heavy taxes in China. Yet these are rare situation in developed country like Taiwan. Another notable distinction is that companies in China draw support from executive search agencies more extensively in recruitment than do in Taiwan due to the bigger market, higher specialization and faster expansion in China.

Under the concept of globalization and flat world, knowledge of HRM in different circumstances could better serve the HR professionals and enterprises in field of human capital planning and management. This paper aims to provide the most valuable and practical research result on HRMs across the Strait.


Key Words: China & Taiwan, HRM, strategic HR, business partner, transformation, industry, ownership, labor law, policy

論文審定書 i
Acknowledgement ii
摘 要 iii
Abstract iv
List of Figures viii
List of Tables ix
Abbreviations x
Chapter 1 Introduction 1
1.1 Research Background 1
1.2 Research Purpose 2
1.3 Research Process 3
Chapter 2 Literature Review 5
2.1 HRM Practices and Functions 5
2.2 HRM in China 10
2.3 HRM in Taiwan 12
2.4 Integration of Strategies into HRM 15
Chapter 3 Methods 16
3.1 Methodology 16
3.2 Scope & Target 18
3.3 Question Design 24
Chapter 4 Data Processing 26
4.1 Data Collection 26
4.2 Validity 26
4.3 Reliability 27
4.4 Data Analysis 28
4.5 Data Coding 29
Chapter 5 Findings & Analysis 32
5.1 HRM Characteristics in Different Industries 32
5.2 HRM Characteristics in Different ownerships of property 39
5.3 Impact of Law & Policy on HRM 47
5.4 HRM Difference in Mainland China and Taiwan 54
Chapter 6 Discussion 60
6.1 HRM in Mainland China 60
6.2 HRM in Taiwan： 62
6.3 Prospective on future HRM 63
6.4 Conclusion from findings 65
6.4 Research Limitation 68
6.5 Suggestion for future research 69
6.6 Practical value for HR professionals 69
Reference 71
Appendix I: Questions for interview 78
Appendix II: Checklist & Memo for Interview 82
Appendix III: Background & Excerpt of Case A 83
Appendix IV: Background & Excerpt of Case B 85
Appendix V: Background & Excerpt of Case C 87
Appendix VI: Background & Excerpt of Case D 103
Appendix VII: Background & Excerpt of Case E 107
Appendix VIII: Background & Excerpt of Case F 108
Appendix IX: Background & Excerpt of Case G 109
Appendix X: Background & Excerpt of Case H 111
Appendix XI: Background & Excerpt of Case I 113
Appendix XII: Background & Excerpt of Case J 115
Appendix XIII: Excerpt of the New Labor Contract Law 116

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