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博碩士論文 etd-0725102-012018 詳細資訊
Title page for etd-0725102-012018
論文名稱
Title
台灣上市公司人力資源部門專業程度影響緣由之探討
Institutional and Rational Determinants of Organizational Structure: The Degree of Professionalization of Human Resource Departments in Taiwanese Public Companies
系所名稱
Department
畢業學年期
Year, semester
語文別
Language
學位類別
Degree
頁數
Number of pages
146
研究生
Author
指導教授
Advisor
召集委員
Convenor
口試委員
Advisory Committee
口試日期
Date of Exam
2002-07-04
繳交日期
Date of Submission
2002-07-25
關鍵字
Keywords
專業系統、權變理論、體制理論、專業程度
institutional theory, professionalization, contingency theory, system of professions
統計
Statistics
本論文已被瀏覽 5657 次,被下載 3929
The thesis/dissertation has been browsed 5657 times, has been downloaded 3929 times.
中文摘要
本文由權變理論與體制理論,探討台灣企業人力資源部門專業化程度有所差異的原因。過去研究顯示,組織結構會遭遇理性因素與體制因素的影響。追求效率的理性動機,會使組織採取契合理性因素的行為,致使各組織產生相稱的結構設計;追求正當性的動機,則會使組織採取順應體制因素的行為,致使各組織產生相似的結構設計。探討哪些因素(what),會如何(how),以及為何(why)影響企業人力資源部門專業化程度,不僅有助於瞭解各組織採行特定結構設計的目的,同時亦有助於瞭解人力資源部門在組織內所扮演的角色。
本研究以問卷調查與訪談方式為研究方法。在問卷調查部份,問卷發放對象為517家上市公司,所回收之總樣本為144份,回收率為27.85%。在訪談部份,訪問對象為資深人力資源部門經理。訪談之內容,主要針對問卷分析結果,做一對照與補充。
研究結果顯示,台灣上市公司人力資源部門專業化程度有所不同的現象,源於理性與體制因素使然。在理性因素方面,組織的環境變動程度,以及組織採行成本取向策略程度,均會影響到人力資源部門專業化程度;在體制因素部份,產業屬性的模仿效果,以及人管部門主管參加專業人管團體的應然效果,對人力資源部門專業化程度有顯著影響。理性與體制因素的同時存在,顯示企業人力資源部門專業程度,不單純是績效提昇下的產物。
研究結果發現,電子屬性企業,普遍呈現人力資源部門專業化程度較高的現象,此現象的成因,與電子產業當中的模仿成功組織做為、產業環境變動程度較高,以及專業人管團體的規範影響等因素有關。由於模仿是有效降低處理環境變動成本的因應方式,這表示,電子企業採取人力資源部門專業化程度較高的安排,不僅是一種符合效率的理性行為,同時也是符合正當性的行為。
研究結果說明,體制環境的差異,以及理性因素的考量,是使得不同體制環境下,各企業人力資源部門專業化程度相異的原因。研究結果除了解釋目前台灣企業人力資源部門專業化變異緣由外,並且預測在企業所面對國際化與競爭壓力愈高的趨勢下,各企業人力資源部門專業化程度的提高,將是未來發展方向。
Abstract
This study investigates the degree of professionalization of human resource departments (HR departments) based on the contingency theory and institutional theory. Previous studies indicate that organizational structures are influenced by rational and institutional determinants. The requirement for increasing efficiency in organizations will drive the organizations to fit the rational determinants and demonstrate assorted structures. In contrast to the rational model, the motivation for acquiring legitimacy will drive organizations to conform to the institutional determinants and demonstrate similar structures under institutional pressure. Nevertheless, efficiency and legitimacy are not always contradictory. Organizations that share the same environment are believed to become structurally similar. By investigating the influence factors on the professionalization of HR departments, as well as how and why these influences work, this study can clarify the possible role of HR department in an organization.
Extensive surveys and interviews have been conducted for this study. Specifically, one hundred and forty-four (144) questionnaires are collected from 517 Taiwanese public companies, representing a response rate of 27.85 %. Additionally, interviews are performed with qualified senior HR managers in selected companies. These interviews act to complement the surveys.
The results show that the degree of professionalization in HR departments is influenced by both contingency and institutional factors. Environmental uncertainty and cost-driven strategy are two important contingency determinants. There are two possible institutional determinants. One is the mechanism of imitation by industrial trait, and the other is the normative pressure from professional HR groups.
Furthermore, results demonstrate that the degree of professionalization of HR departments is higher in the electronic industry. This phenomenon may be due to the organization to deal with the high environmental varieties, to imitate successful organizations and to be influenced by professional HR groups. Since imitation is a strategy to face uncertainty, the higher degree of professionalization of HR department in this industry is not only a rational arrangement, but also helps the organization to acquire legitimacy.
These findings reveal that HR department plays the roles to help the organization to increase efficiency and also to serve the motivation for legitimacy. The possible rationales for variations in the degree of professionalization among HR departments are discussed in this study. Finally, it points out that the increased professionalization will become increasingly important for Taiwanese HR departments as international competitions grow in the future.
目次 Table of Contents
摘要 i
英文摘要 iii
目錄 v
圖表目錄 vii
第一章 緒論 1
第一節 動機與目的 1
第二節 研究主題 4
第三節 章節結構 5

第二章 文獻探討與相關假設 6
第一節 人力資源部門專業化:定義與指標 8
一、專精性定義與指標 8
二、專業化定義與指標 9
三、專業化與專業性概念的比較 13
四、人力資源部門專業化定義與指標 15
第二節 人力資源部門專業化與權變理性因素 18
一、結構規模與組織結構設計 21
二、技術環境 25
三、組織策略 32
第三節 人力資源部門專業化與體制趨力 39
一、模仿成功組織所代表的模仿性趨力 43
二、專業團體所代表的應然性趨力 47
三、組織成立年齡所代表的印記作用 49
第四節 人力資源部門專業化與專業裁量權 51
第五節 小結 55

第三章 研究方法 60
第一節 研究設計 60
第二節 變數衡量 64
一、人力資源部門專業化變異緣由探討 64
二、人力資源部門專業化與專業裁量權 72
第四章 結果與討論 76
第一節 敘述性統計 76
第二節 相關性分析 79
一、組織結構各面向間相關性 79
二、人力資源部門專業化與各項影響因素相關性 81
第三節 迴歸分析 86
一、人力資源部門專業化變異緣由 87
二、人力資源部門職務專業化與專業裁量權 98
三、綜合討論 104

第五章 結論與未來研究方向 111
第一節 結論 112
第二節 研究限制 116
第三節 未來研究方向 119
第四節 理論意涵 122
第五節 管理意涵 125

參考文獻 128

附錄一:論文問卷 140
附錄二:人力資源部門專業化變異緣由訪問提綱 145
附錄三:受訪者背景 146
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