近年來整個大環境、政府政策的改變，使得人力資源管理領域開始被受重視，在台灣的醫療產業也不例外，這幾年他們慢慢意識到人力資源管理的重要，並且開始有些轉變，因此我們可以看到一些成功轉變的人力資源部門，但也有許多不清楚自己的角色定位。由於過去醫療產業這方面相關研究議題並不多，因此本次採取質性訪談方式，希望可以藉此獲得更多元化的資訊，並幫助台灣醫界的人力資源部門更清楚定位他們的角色，最終都可成為醫院不可缺的重要角色。而本研究我們將探討十三家醫院從過去到未來人力資源角色扮演趨勢和他們改變的原因、改變的瓶頸。
研究結果發現，過去醫院的人力資源部門幾乎同時扮演著「執行者角色」，從事的工作內容以「人事管理」為主，歷經五年左右的改變，目前他們同時都扮演著三到七種多元性角色，未來他們對自己也有很高的期許，他們希望朝策略性人力資源管理邁進，真正發揮人力資源積極、主動、創新、改革等特性，扮演好「創新者角色」。目前促使人力資源部門快速轉變的因素是「人力資源主管、領導者/高階主管觀念、政府新政策制度」影響，但同時「人力資源主管或人員專業不足、人力資源人員不足」也限制他們轉變，因此現階段人力資源人員專業能力的加強和資訊化能力的提升變得非常重要。

In recent years the entire environment, the government policy's change, caused the human resources management domain to start to receive takes seriously, was not exceptional in Taiwan's medical industry, for these years they realized the human resources management slowly important, and started some transformations, therefore we might see some successes transformed human resources department, but also had many not clear own role localization. Because past medical service industry this aspect studied the subject not to be many related, therefore this time adopted the nature interview way, hoped that might take advantage of this obtains the multiplex information, and helped Taiwan medicine human resources department to be clearer locates their role, might become the strong character which finally the hospital could not lack. But this will study us to discuss 13 hospitals from the past the reason which, the change bottleneck and they will change to the future human resources roll play tendency.
The findings discovered that in the past the hospital human resources department nearly simultaneously was playing “the performer role”, was engaged in the work content by “the personnel management” primarily, after five year about change, they simultaneously was acting at present three to seven kinds of polytropic role, they also will have in the future very high hoping to themselves, they hoped that made great strides forward toward the strategic human resources management, displayed the human resources positively truly, initiative, characteristics and so on innovation, reform, played “the innovation role”. At present urges the human resources department fast transformation the factor is “the human resources manager, the leader/higher order is in charge of the idea, the government new policy system” the influence, but simultaneously “the human resources manager or the personnel specialized insufficiency, the human resources understaffed” also limits them to transform, therefore present stage human resources personnel specialized ability's enhancement becomes with the information ability's promotion very important.

第一章 緒論 ........................................................................1
第一節 研究背景與動機 ..................................................1
第二節 研究目的 ..............................................................3
第三節 研究流程 ..............................................................4
第二章 文獻探討..................................................................5
第一節 人力資源的功能角色.......................................... 5
第二節 醫療機構的人力資源管理 ................................19
第三節 影響人力資源角色的因素.................................23
第三章 研究方法 ...............................................................27
第一節 個案研究法 ........................................................27
第二節 研究架構............................................................ 28
第三節 研究過程.............................................................28
第四章 個案分析研究結果................................................34
第一節 私立型醫院訪談分析.........................................35
第二節 財團/集團型醫院訪談分析................................71
第三節 醫學中心型醫院訪談分析...............................102
第四節 個案綜合分析與命題發展...............................153
第五章 結論與建議..........................................................178
第一節 研究結果與發現...............................................178
第二節 研究建議...........................................................185
第三節 研究限制...........................................................188
參考文獻...........................................................................189
附錄一訪談大綱...............................................................194
附錄二醫院評鑑中人力素質與品質促進.......................195

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