論文名稱：中鋼與其協力廠商人力彈性運用之研究　　　　　　　 頁數：162
校所組別：國立中山大學人力資源管理研究所
畢業時間及提要別：八十九學年度第二學期碩士論文提要
研 究 生：張榮利(Jung-Li Chang)
指導教授：柯志哲(Jhy-Jer Ko)

論文內容提要：
面對經營環境的變遷與市場的變化，如何建構彈性人力來回應產業與市場的變化，是現代組織所必需面對的課題。因傳統科層組織對於人員運用顯現制度的僵化，未能充份運用人力資源，以順應產業與市場的變化。
Atkinson主張應打破僵化制度，依據企業生產活動的特性，把組織區分為核心(core)與外圍（periphery）人力，利用此二部份人力的優劣勢，產生互補效果，以求各類人力最佳組合狀態。然而Handy所言的酢漿草組織，同時存在三種人力組合──專業核心人力、臨時人力、外包人力──，專業核心人力如同Atkinson的核心人力；臨時與外包人力對應於Atkinson的外圍人力，利用此三種人力組合，創造企業利基。此外，為了能及時回應市場變化，對於現有人力安排，應有所調整。藉由運用職能、數量、時間、薪資等四種人力彈性措施，以期能符合實際工作需要。
本研究以上述的概念為主軸，透過中鋼與其協力廠商的訪談，並全面蒐集協力廠商問卷資料。試圖探求中鋼與其協力廠商是如何區分核心與外圍人力、如何建構酢漿草組織、與如何運用人力彈性，並且探討二者間在人力彈性作法上有無差異。
經由研究資料的分析與整理，呈現以下之研究結果：

中鋼部分：
1、中鋼主生產線利用輪班與人力相互支援的方式，因應市場與工作需求的變化；工程事業部門與設備處採用外包方式應付人力需求的變化。
2、中鋼不直接運用臨時人員，協力廠商卻大量的應用臨時與外包人力，形成中鋼自有人力與協力廠商的臨時與外包人力，同時在中鋼共同作業，如同酢漿草組織般的運行著。
3、在不影響品質、數量、安全的前題下，以技術層次區分核心與非核心工作，核心工作並強調附加價值的創造。
4、非核心工作交付外圍人力執行，外圍人力組成份子是由作業、工事、環保等協力廠商與其他包商員工所組成。
5、中鋼在職能彈性運用上，應用職位合併、職能轉換、工作輪調來加強職能彈性之運用，並藉由人員借調子公司來擴大職能彈性之範圍，同時也輔以教育訓練制度來支持職能彈性之運用。
6、中鋼在數量彈性運用上，協力外包制度是主要因應對策。
7、中鋼在時間彈性運用上，採用彈性上下班、輪班、加班、抵休等制度。
8、中鋼在薪資彈性運用上，民營化後提高變動薪資比例，加大薪資彈性，並利用獎金制度反應公司與個人績效。

協力廠商部分：
1、為了因應市場與工作需求的變化，運用臨時與外包人力為主要因應對策。藉由人際網絡引進臨時人員，並提供支援給予下包商與其緊密結合，而形成酢漿草組織。
2、約有三成的協力廠商培養員工自成下包商，該方案能否成功，受資金門檻高低，產業榮枯與協力廠商所能提供支援等因素影響。
3、維護核心人力集中於金錢報酬上，利用升遷制度留住人才只佔29.4%，其原因與組織平扁有關。
4、有半數以上的協力廠商把臨時增加的工作、不需要太多訓練的工作、與較不重要的工作交付臨時人員執行。而有六成以上的協力廠商，會藉由外包來完成特殊技能或設備的工作。
5、在職能彈性運用上，有70.2%的協力廠商進行職能彈性時，有新手無法立即應付工作的困擾，只有32.7%的協力廠商會施予因應未來新工作的訓練，顯示教育訓練未能充份支持職能彈性之運用。
6、在數量彈性運用上，有六成九的協力廠商雇用臨時人員，也有六成二以上的協力廠商運用外包。
7、在時間彈性運用上，因與中鋼協同作業，安排工作時間不能獨立於外，大都利用加班、輪班、與改變工作時段為主要方式。
8、在薪資彈性運用上，與績效連結的薪資基礎比例偏低，在決定臨時人員薪資上，技能的比重多於績效。
9、協力廠商核心與外圍人力之薪資與升遷沒有顯著差異。
10、協力廠商核心與外圍人力之福利與訓練有所差異。

中鋼與協力廠商人力彈性運用之差異：
1、中鋼高比例配置核心人力(64﹪)與較低比例的配置外圍人力(36﹪)；協力廠商剛好相反，有較高比例是外圍人力(外包人力比例34﹪、臨時人力比例28﹪,合計62﹪)與較低比例的核心人力(38﹪)
2、職能彈性上的差異，中鋼有子公司，而擴大職能彈性的範圍；協力廠商若沒有子公司存在，其職能彈性只侷限於同一企業內。比較上，中鋼投入較多教育訓練資源較能支持職能彈性。
3、數量彈性上的差異，中鋼較重視運用臨時人員的適法問題，協力廠商較為輕忽，而且運用臨時人員或外包也不受工會約束，實務運作上協力廠商之數量彈性比中鋼大。
4、時間彈性上的差異，中鋼會遵守法令對延長工時的限制，但協力廠商也輕忽該限制的存在。
5、薪資彈性上的差異，中鋼薪資結構較為制度化，約有三成的比例是屬變動薪資，與公司營運及員工績效連結。而協力廠商問卷顯示，強調薪資基礎依據績效者比例偏低。

Amid the transformation of operating environmental conditions and the changes in market, a business organization must think how to construct flexible manpower in order to respond to the changes in industries and markets. The traditional organization of hierarchy, which lacks flexibility, doesn’t induce the flexible use of manpower and thus is ineffective in meeting the trends of industries and the market.

Atkinson advocates demolishing the rigid system and, based on the characteristics of business production activities, dividing the organization into the core and periphery manpower so that the two sections can be complementary and each possible combination of manpower can be optimal. However, there exists the combination of three types of manpower in the shamrock organization mentioned by Handy, namely, professional core worker, temporary worker, and subcontract worker. The professional core worker can be compared to the core manpower mentioned by Atkinson, and the temporary and subcontract worker correspond to Atkinson’s periphery manpower. The combination of these three types of manpower can be used to produce the foundation of the business’ profitability. In addition, the current human resource arrangement should be adjusted in order to respond to the changes in the market in a timely manner. It is available to implement task flexibility, numerical flexibility, working-time flexibility, and wage flexibility to meet the practical work demands.

This research based itself on the preceding concept, conducted interviews with China Steel Corporation and its subcontractors, and collected data through survey questionnaires administered to the subcontractors. The survey was conducted to understand how China Steel Corporation and its subcontractors divided their core and periphery manpower, how they constructed the shamrock organization, and how they used their manpower flexibility. The research also investigated whether there existed differences between China Steel Corporation and its subcontractors with regard to manpower flexibility.

The analysis and synthesis of the data have led to the following findings:

China Steel Corporation (CSC):

1.China Steel Corporation adopted for its main production line the shift system and mutual support of manpower to meet the requirements of the changing market and job demands, while the engineering and the equipment department adopted subcontracting to meet the change in the demand of manpower.
2.China Steel Corporation did not use temporary workers, but its subcontractors employed a large number of temporary and subcontract workers. As a result, the workers of China Steel Corporation and the temporary and subcontract workers of its subcontractors operate together at CSC, like the operation of a shamrock organization.
3.Without the worry of impeding quality, quantity, and safety, the job at the technical level was divided into core and non-core, with the core job emphasizing the creation of additional value.
4.The non-core job was carried out by the periphery workers, who consisted of the employees of subcontractors specialized in operation, construction and environmental protection and of other contractors.
5.China Steel Corporation enhanced the use of task flexibility through the use of task grouping, task changing, and job rotation, and expanded the scope of task flexibility through transferring and assigning personnel to auxiliary companies. At the same time, education and training were implemented to support the use of task flexibility.
6.With respect to the use of numerical flexibility, China Steel Corporation adopted subcontracting as the major measure of response.
7.With respect to the use of time flexibility, China Steel Corporation adopted such systems as flexible reporting and leaving time, shift, overtime, and optional leave instead of overtime pay.
8.As to the use of wage flexibility, China Steel Corporation raised the percentage of mobile wage, added wage flexibility, and used the bonus system to reflect the merits of the company and individual employees.

Subcontractors:

1.Faced with the changes in the market and job requirements, they used temporary and subcontract workers as the major measure of response. Dependent on networks of interpersonal relationships, they hired temporary workers and provided support to subcontractors so that they tied closely into a shamrock organization.
2.About 30% of the CSC’s subcontractors cultivated their employees to become their own subcontractors. The success of this plan depended on the limiting conditions for fund investment, the vitality of the industry, and the support made available by the CSC’s subcontractors.
3.Monetary compensation was the major factor of retaining the core manpower, and the promotion system accounted for only 29.4% of manpower retention, which was related to the flat organizational structure.
4.More than half of the CSC’s subcontractors assigned additional work, work requiring less training, and unimportant work to temporary workers. More then 60% of CSC’s subcontractors would complete work requiring special skills or equipment through subcontracting.
5.With respect to the use of task flexibility, 70.2% of the CSC’s subcontractors that implemented task flexibility experienced such a difficult situation in which a new hand was unable to handle his work. Only 32.7% of the subcontractors would give relevant training in advance, indicating that education and training did not support the use of task flexibility.
6.With respect to the use of numerical flexibility, 69% of the subcontractors hired temporary employees, and 62% of them used subcontracting.
7.With respect to the use of working-time flexibility, most CSC’s subcontractors used overtime, shift, and varied time block as the major measure, for they had to coordinate operation with CSC and could not be independent in terms of working time.
8.With respect to the use of wage flexibility, the percentage of wage base linked to merit was low, and skills were more important than merit in deciding the wage of a temporary worker.
9.There existed no significant differences in wage and promotion between the core and periphery workers of the CSC’s subcontractors.
10.There existed differences in benefits and training between the core and periphery workers of the CSC’s subcontractors.

Differences in the Use of Manpower Flexibility Between China Steel Corporation and Its Subcontractors:

1.China Steel Corporation had a high percentage (64%) of core workers and a relatively low percentage (36%) of periphery workers. In contrast, its subcontractors had a high percentage of periphery workers (including 34% subcontracting and 28% temporary workers, totaling 62%) and a low percentage (38%) of core workers.
2.As to the difference in task flexibility, China Steel Corporation had subsidiary companies and could expand the scope of task flexibility. In contrast, their subcontractors had no subsidiary companies and their task flexibility was restricted to the same enterprise. In comparison, China Steel Corporation invested more in education and training and was more competent in supporting task flexibility.
3.With respect to the difference in numerical flexibility, China Steel Corporation cared about the legality of using temporary workers while its subcontractors neglected this issue more or less and was less bound by labor unions with regard to using temporary workers or subcontracting. In practice, the CSC’s subcontractors had more numerical flexibility than China Steel Corporation.
4.With respect to the difference in working-time flexibility, China Steel Corporation abided by the regulations regarding working overtime while its subcontractors did not pay attention to these restrictions.
5.With respect to the difference in wage flexibility, the wage structure at China Steel Corporation is institutionalized, about 30% belonged to mobile wage and was linked to the company’s operation and individual employees’ merit. On the contrary, the questionnaire survey collected from its subcontractors indicated that only a few of them assessed the wage base on merit.

目　　錄　　　　　　　　　　　　頁次

第一章　緒　論．．．．．．．．．．．．．．．．．．．．．．．．．．．．１
第一節　研究動機與目的．．．．．．．．．．．．．．．．．．．．．．．．１
第二節　研究主題．．．．．．．．．．．．．．．．．．．．．．．．．．．５
第三節　研究流程．．．．．．．．．．．．．．．．．．．．．．．．．．．７

第二章 文獻探討．．．．．．．．．．．．．．．．．．．．．．．．．．．８
第一節　人力彈性．．．．．．．．．．．．．．．．．．．．．．．．．．．８
第二節　酢漿草組織．．．．．．．．．．．．．．．．．．．．．．．．．１６
第三節　中鋼公司簡介．．．．．．．．．．．．．．．．．．．．．．．．２４
第四節　協力廠商之介紹．．．．．．．．．．．．．．．．．．．．．．．２７

第三章　研究方法．．．．．．．．．．．．．．．．．．．．．．．．．．３１
第一節　研究設計．．．．．．．．．．．．．．．．．．．．．．．．．．３１
第二節　研究工具．．．．．．．．．．．．．．．．．．．．．．．．．．３７
第三節　操作性定義．．．．．．．．．．．．．．．．．．．．．．．．．３８
第四節　研究問題．．．．．．．．．．．．．．．．．．．．．．．．．．３９
第五節　研究結果呈現之方式．．．．．．．．．．．．．．．．．．．．．４２
第六節　研究限制．．．．．．．．．．．．．．．．．．．．．．．．．．４３

第四章　中鋼之研究結果與分析．．．．．．．．．．．．．．．．．．．．４４
第一節　中鋼之人力配置．．．．．．．．．．．．．．．．．．． ．　．．４４
第二節　中鋼之核心人力．．．．．．．．．．．．．．．．．．． ．．．．４９
第三節　中鋼之外圍人力．．．．．．．．．．．．．．．．．．． ．．．．５３
第四節　中鋼之人力彈性運用．．．．．．．．．．．．．． ．．．．．．．５７

第五章　協力廠商之研究結果與分析．．．．．．．．．．．．．．．．．．６６
第一節　協力廠商之人力配置．．．．．．．．．．．．．．．．．．．．．６６
第二節　協力廠商之核心人力．．．．．．．．．．．．．．．．．．．．．７９
第三節　協力廠商之外圍人力．．．．．．．．．．．．．．．．．．．．．８４
第四節　協力廠商之人力彈性運用．．．．．．．．．．．．．．．．．．．８８
第五節　協力廠商核心與外圍人力資源管理之比較．．．．．．．．．．．．９６
第六節　協力廠商問卷開放性問題之整理與分析．．．．．．．．．．．．１０１
第七節　中鋼與協力廠商人力彈性運用之差異．．．．．．．．．．．．．１０３

第六章　結論與建議．．．．．．．．．．．．．．．．．．．．．．．．１１３
第一節　中鋼人力彈性運用之結論．．．．．．．．．．．．．．．．．．１１３
第二節　協力廠商人力彈性運用之結論．．．．．．．．．．．．．．．．１１８
第三節　中鋼與協力廠商人力彈性運用之差異．．．．．．．．．．．．．１２３
第四節　建議．．．．．．．．．．．．．．．．．．．．．．．．．．．１３０

參考文獻．．．．．．．．．．．．．．．．．．．．．．．．．．．．．１３９
附錄一、協力廠商問卷．．．．．．．．．．．．．．．．．．．．．．．１４２
附錄二、中鋼與協力廠商訪談綱要．．．．．．．．．．．．．．．．．．１４９
附錄三、訪談中鋼與協力廠商逐字稿整理．．．．．．．．．．．．．．．１５４

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二、英文部分

1、Atkinson, J. (1984). Manpower strategies for flexible organizations.
Personnel Management, August: 28-31.

2、Blyton, P. and Morris, J. (1992) HRM and the Limits of Flexibility, in
Blyton, P. and Turnbull, P. (eds)(1992),Reassessing Human Resource
Management. London: Sage Publication Ltd.

3、Blyton, P. (1996). Workforce flexibility. In B. Towers (Ed.), The handbook
of human resource management(2nd ed.). Oxford: Blackwell.

4、Dore, R. (1986) Flexible Rigidities, London: Athlone.

5、MacDuffie , J. (1995) Human resource bundles and manufacturing performance :
Organizational logic and flexible production systems in the world auto
industry, Industrial and Labor Relations Review, 48:197-221.

6、Poole, M., & Warner, M.(1998). Handbook of human resource management.
London: International Thomson Business Press.

7、Wright, P.M.,& Snell S.A.(1998) ‘Toward a Unifying Framework for Exploring
Fit and Flexibility in Strategic Human Resource Management’. Academy of
Management Review, 23(4):756-772.