在變化的環境當中，企業必須靈活、彈性地加以應對。觀察到這個現象，Atkinson提出彈性企業模式（the flexible firm model）一概念，嘗將完成企業任務的人力做一清楚的劃分，並分成核心、邊陲、外部人力。這樣彈性的人力配置情形在台灣的協力外包制度下並不陌生(張榮利，2001)。張榮利對鋼鐵業人力彈性的配置及人力彈性的運用情形做了一個初探性的研究，可惜的是，對於人力彈性的運用與組織績效的關係之間並沒有做深入的探討。因此本究研意圖延續張榮利(2001)的研究再深入了解鋼鐵業協力外包廠商人彈性的運用對其組織績效的影響。具體而言，本研究的目的包含，(1) 調查鋼鐵業協力外包制度下的人力配置及人力彈性的運用現狀，(2)調查鋼鐵業協力外包廠商的組織績效，及(3)分析及了解鋼鐵業協力外包廠商人力彈性的運用與組織績效的之間的關聯性及其影響力。本研究針對中鋼協力外包體系的廠商發出183份，回收118份，剔除無效回卷，有效回收108份，回收率59.02%。透過問卷資料的分析，本研究得到以下發現：

(1) 不同的組織特性在職能彈性上有顯著差異。部門數在多能工的培訓上有顯著差異，且部門數三個以上高於部門數三個。
(2)不同的組織特性在數量彈性上有顯著差異。資本額在外包業務比例上有顯著差異，且八千萬元以上大於二千萬元以下；協力類型在外包業務比例上有顯著差異，且工事協力大於作業協力。
(3)不同的組織特性在薪資彈性上有顯著差異。與中鋼的依存度在彈性薪資設計的表現有顯著差異，且依存度在60-80%大於20-40%。
(4)不同的組織特性在主觀績效上有顯著差異。資本額在經營表現及客戶滿意度上有顯著差異，在經營表現上，資本額在八千萬元以上大於資本額在二千萬元以下；協力類型在經營表現及客戶滿意度上有顯著差異，在經營表現上，作業大於工事協力，環保大於工事協力；在客戶滿意度上，且作業大於工事協力，環保大於工事協力。部門數在生產績效上有顯著差異。與中鋼的依存度在客戶滿意度上也有顯著差異。
(5)組織特性在客觀績效上有顯著差異。與中鋼的依存度員工的離職率上有所差異存度上且依存度在60-80%大於0-20%。
(6)職能彈性對組織績效有顯著的正面影響。水平垂直調動對經營表現有顯著的正面的影響；水平垂直調動對生產表現有顯著的正面的影響；多能工的培訓對生產表現有顯著的正面的影響。
(7)數量彈性對組織績效有顯著的影響。臨時工的比例對經營表現有顯著的負面的影響；臨時工的比例對離職率有顯著的正面的影響。
(8)薪資彈性對組織績效有顯著的影響。彈性薪資設計對經營表現及客戶滿意度有顯著的負面的影響；變動薪資比例對客戶滿意度顯著的有正面的影響。

據此，本研究建議鋼鐵業協力廠商能(1)持續推動及落實可提升職能彈性的管理措施；(2)落實職能彈性措施時考量核心人力專業性質的差異；(3)核心人力的雇用以具有配合度的技術人員為主；(4)推動及落實可培養核心人力為多能工的訓練制度；(5)分析業務波動趨勢以維持臨時工及業務外包的合理比例；(6)注意臨時工及外包商管理問題及法令限制；(7)以派遣人力的使用避免定期契約轉為不定期契約的問題；(8)審慎考量薪資彈性的運用。另外，本研究也建議後續的研究者能(1)增加其他中心廠商體系下的協力廠商研究樣本及(2)更深入探討人力彈性對員工關係層面的影響。

As various forces rendering the business environment more dynamic, organizations nowadays must rapidly correspond to changes in order to survive and prosper. Observing the flexible use of manpower, Atkinson (1987) proposed the flexible firm model and attempted to draw clear demarcation among core, peripheral and external workforces. Such flexible deployment of different workforces are not uncommon in the cooperative subcontracting system in Taiwan’s steel industry (Chang, 2001). In his exploratory research, Chang (2001) discusses the deployment of different workforces in the cooperative subcontracting system, however, the discussion of the relationship between workforce flexibility and organizational performance is neglected. In order to provide a more complete understanding of workforce flexibility, it is important to conduct further research. Hence, this research intends to continue Chang’s research and collect more data to analyze the relationship between workforce flexibility and organizational performance among the China Steel Co.’s subcontractor. Among 183 questionnaires distributed, 118 were collected and 108 were considered effective. The return rate is 59.02%. Analyzing the data, the research discover the following findings:

(1) Significant differences on functional flexibility were found among different organizational traits. It is found that subcontractors with more than 3 divisions rated themselves better on the Development of Multi-skill than subcontractors with 3 divisions.

(2) Significant differences on numerical flexibility were found among different organizational traits. Subcontractors with capital over 80 million dollars outsource more than subcontractors with capital under 20 million dollars. Engineering subcontractors outsource more than labor subcontractors.

(3) Significant differences on wage flexibility were found among different organizational traits. Subcontractors with 60-80% dependence on CSC have more flexible wage design than subcontractors with 20-40%.

(4) Significant differences on subjective organizational performance were found among different organizational traits. Subcontractors with capital over 80 million dollars were rated higher on the operational performance than subcontractors with capital under 20 million dollars. Labor subcontractors and cleaning subcontractors were rated higher on production performance more than labor subcontractors. Significant difference on production performance was also found among subcontractor of different numbers of division. Significant difference on customer satisfaction was found among subcontractors of different degree of dependence on CSC and different sizes of capital. Labor and cleaning subcontractors rated higher than engineering subcontractors.

(5) Significant differences on objective organizational performance were found concerning organizational traits. Subcontractor of 60-80% dependence on CSC have higher turnover rate than subcontractors of 0-20% dependence.

(6) Functional flexibility has significant positive influence on organization performance. Horizontal and vertical transfer has significant positive influence on operation performance and production performance. The development of multi-skill has significant positive influence on production performance.

(7) Numerical flexibility has significant influence on organization performance. The higher the proportion of temporary workers, the lower the operation performance. The higher the proportion of temporary workers, the higher the turnover rate.

(8) Wage flexibility has significant influence on organizational performance. Flexible wage design has negative significant influence on operational performance and customer satisfaction. Variable wage ratio has positive significant influence on customer satisfaction.

Thus far, it is suggested that the cooperative subcontractor can (1) continue enhance measures that promote functional flexibility, (2) consider the skill difference when promoting functional flexibility, (3) hire cooperative skilled engineers or technicians for core workers, (4) implement training programs to help core workers develop multi-skills, (5) analyze business trends and maintain suitable ratio of contingent workers, (6) pay attention to legal issues regarding contingent workers, (7) consider the use of temporary help service (THS) as the substitution of hiring temporary worker by the company itself, (8) carefully evaluate the influence of wage flexibility.

目錄 頁次
第一章　緒論 1
第一節　研究背景 1
第二節　研究動機 2
第三節　研究目的 3
第四節　研究對象 3
第五節 研究問題與流程 4
第二章 文獻探討 6
第一節　彈性企業模式 6
第二節　人力彈性的類型 9
第三節　組織績效 13
第四節 人力彈性運用對組織的影響 15
第五節 鋼鐵業協力外包制度與人力彈性運用 18
第三章 研究方法 29
第一節 研究問題與方法 29
第二節 概念性研究架構與假說 29
第三節 操作性定義 31
第四節 變數的衡量與操作性架構 32
第五節 問卷資料分析工具 36
第六節 資料收集方式與樣本特性分析 37
第七節 研究限制 39
第四章 資料分析與討論 41
第一節 人力配置的次數分配情形 41
第二節 人力彈性運用與組織績效描述性統計分析 48
第三節 組織特性在人力彈性及組織績效上之差異性分析 51
第三節 人力彈性與組織績效的相關分析 61
第四節 人力彈性對組織績效的迴歸分析 62
第五章 結論與建議 68
第一節 結論 68
第二節 建議 72
參考文獻 76
附錄一 研究問卷

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