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博碩士論文 etd-0907104-002714 詳細資訊
Title page for etd-0907104-002714
論文名稱
Title
人力資源彈性運用策略與工作者反應之探討-以不同僱傭關係專業人員為例
A study on strategy of employment flexibility and the response from workers - Using professionals under different employment relationships as an example
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
141
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
2004-06-25
繳交日期
Date of Submission
2004-09-07
關鍵字
Keywords
契約專業人員、工作者互動、僱傭關係、非典型僱用、人力資源彈性運用
interacting, contract-based professionals, employment relationships, human resource flexibility, atypical employment
統計
Statistics
本論文已被瀏覽 5690 次,被下載 4097
The thesis/dissertation has been browsed 5690 times, has been downloaded 4097 times.
中文摘要
在知識經濟的競爭環境下,知識專業人員對企業而言是創造高價值的核心工作者。在全球化的競爭壓力下,人力彈性化已經是一個不可避免的趨勢,近幾年,企業採用具專業背景的契約工作者快速成長,並且被視為企業提昇經營績效的重要資源整合策略。當企業採用人力彈性運用策略以及運用不同的人力僱用模式取代長期的僱用型態,內部員工必須面對的是僱傭關係的改變以及越來越多的契約專業工作者進駐企業。

本研究之目的是探討,一、企業採用人力彈性運用之數量彈性策略,不同僱傭關係專業人員的認知、態度及行為反應;二、在僱傭關係差異及人力僱用模式區隔下,正式員工與契約工作者的互動及因應行為。並以質性研究方法,對四家外商科技企業之內部正式及契約專業人員,採用配對組方式,共12組24位專業人員進行資料收集與分析。

從訪談資料顯示,不同僱傭關係專業人員對企業採用人力彈性策略均為負面認知,認為主要是為了降低僱用成本,並且對組織長期績效有負面影響。企業採用差別待遇之人力僱用型態與工作者所期待之僱主責任不符,例如提供公平的工作環境、人力資本投資以及穩定長期的組織生涯發展。研究結果發現,尊重開放的企業文化、一視同仁的工作環境、適當的僱用比例、以及管理者支持的態度對不同僱用關係專業人員的良好互動有正面影響。再者,專業人員有比較高的自我激勵特質,重視工作績效之達成,正式員工會額外投入個人資源排除互動問題以達成工作績效,契約專業人員則受到專業承諾與尋求未來可僱用機會之影響,工作績效不會因為僱傭關係不同而改變。降低僱用差異的人力資源管理措施對契約工作者之組織公民行為及工作績效之提昇有正向作用。
Abstract
Professional workers are the core value contributors to an enterprise in today’s highly competitive environment of knowledge economy. Under the pressure of global competition, employment flexibility is an unavoidable trend. Contract workers with professional background have been growing rapidly in recent years, and it has been regarded as a competitive strategy to integrate corporate resources to enhance business performance. While more and more enterprises are adopting flexibility strategies as well as utilizing different types of contingent employment to replace traditional long-term employment, the other existing employees not only have to face the changes of employment relationships, but also have to get used to cope with lots of contract-based professionals working in the organization.

The purpose of this research is to understand different cognition, attitude and behaviors from the professionals under different employment relationships, as well as the way they interact, while the organization is adopting the human resource strategy of numerical flexibility. The information was collected and analyzed based on qualitative research method and used the professional workers as sampling, including one regular employee and one contractor for every comparative pair. There are total twenty-four professionals from four leading global high-tech companies were interviewed.

The result shows that both the regular and contract-based professionals recognized the employment flexibility strategy negatively, and believed that it’s mainly for reducing employment cost only, which might reflected the short-term benefit, but would cause the negative impact on the organization’s performance in the long run. The implementations of differentiated treatments to different employment models caused disagreement from the workers who had expected their employers to provide a fair working environment, sufficient human capital investment and stable career development in the organization. The findings are, a respecting and open-minded organizational culture, a fair workplace, proper contingent employment proportion, and supportive management are the key factors to facilitate the positive interaction among professionals under different employment relationships. Moreover, professional workers have higher motivation and take into account the importance of personal performance, therefore, regular employee will invest personal resources to solve problems from interacting with contract professionals in order to achieve tasks. Meanwhile, the contract professionals are affected by occupational commitment as well as their intention to extend employment contract in the future. Employment status does not influence their performance, however, reduction of unfair treatments regarding human resource practices will motivate their willingness on organizational citizenship behavior and performance improvement.
目次 Table of Contents
第一章 緒論..............................1
第一節 研究背景........................1
第二節 研究動機........................6
第三節 研究目的.......................10

第二章 文獻探討.........................11
第一節 人力資源彈性運用之相關研究.....11
第二節 僱傭關係之相關研究.............27
第三節 工作者反應之相關研究...........38

第三章 研究方法.........................50
第一節 研究架構.......................50
第二節 研究對象.......................51
第三節 研究流程.......................56
第四節 研究限制.......................57

第四章 研究結果.........................58
第一節 人力彈性運用策略與工作者反應...58
第二節 工作者互動與因應行為...........82

第五章 結論與建議......................104
第一節 研究發現......................104
第二節 研究結論......................116
第三節 管理實務之意涵................119
第四節 後續研究建議..................123

參考文獻...............................125
附錄一 訪談問題大綱....................135
附錄二 訪談文字稿......................136
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