Loading...
|
Please use this identifier to cite or link to this item:
https://nccur.lib.nccu.edu.tw/handle/140.119/73583
|
| Title: | 人力資源評量系統與經營績效相關性之探討-以台灣油漆塗料業為例 |
| Authors: | 黃巧文 |
| Contributors: | 張昌吉
黃巧文 |
| Keywords: | 人力資源指標
人力資源評量系統
企業經營績效
HR indicator
HR assessment system
business performance |
| Date: | 2014 |
| Issue Date: | 2015-03-02 10:15:28 (UTC+8) |
| Abstract: | 據國外研究指出，企業價值中有85%的貢獻是來自於無形的人力資源資產，但這個重要的資產卻難以評量，而「人力資源評量系統」就是來解決這個難題。它是由公司核心策略與目標所導出的核心任務（即高效能作業系統），再與人力資源系統整合，產出人力資源重點任務及相關評量指標。國外學者Ulrich等人經過十餘年的實地調查兩千八百多家企業，研究發現擁有有效人力資源管理系統的公司，均能展現出卓越的經營績效。有鑑於此，本研究欲以同一產業、不同規模的油漆塗料公司為研究對象，以瞭解實務界人力資源管理狀況，與何項作業最被需要，是否有建置人力資源評量系統或是定期檢視人力資源指標，以及人力資源評量系統與公司經營績效之間是否具相關性。
本研究從文獻探討及實際個案訪談結果發現：1.「即時招募合適人才」是組織業務單位主管最需要的人力資源服務，而人力資源單位若能「成為真正的策略夥伴」是有助於提升經營績效。2.因為油漆塗料公司多為中小企業，人力規模小，故均未建置人力資源評量系統，且人力資源主管認為現階段尚不需建置；不過他們都很肯定此系統，也認為其應可協助公司提升經營績效。3.雖然沒有一套人力資源評量系統，但研究個案多會定期或不定期的檢視人力資源指標，其中以人事費用率、離職率、員工生產力、加班率等為最常用的管控指標。4.因訪談個案公司的經營績效均正成長，而他們均未建置人力資源評量系統，因此推論人力資源評量系統的建置與否對中小型企業的經營績效無一定之關聯性。但是，是否有定期檢視人力資源相關指標，則會影響公司經營績效，且與經營績效成正相關。
本研究針對其他塗料公司之建議為：1.人力資源作業與公司目標、策略連結，符合組織需求。2.提升關鍵人員（含主管）的素質與專業能力。3.強化中高階管理者的領導技巧與決策力。4.高層主管重視人力資源關鍵指標(HR KPI)。5.人員穩定度佳可降低成本，提升經營績效。6.善用人力資源指標能有效降低人事成本及提升產能。7.運用績效評鑑制度，且需連結薪酬、發展等機制。8.推動激勵薪酬制度。9.更重視公司內部之行銷人才等等。
According to foreign research, 85% contribution to the corporate value is from the intangible asset - human resources. However, because this important asset is hard to measure, "human resources assessment system" is developed to tackle the problem. It is the core mission (i.e. high-performance operating system) derived from the company`s core strategy and goals. Then, the integration with human resource system contributes to the key tasks and related indicators of human resources. Ulrich and other foreign scholars who investigated more than two thousand and eight hundred companies over the decades have discovered that companies with effective human resource management system can demonstrate outstanding business performance.
Therefore, this research concentrates on painting companies in the same industry but with different scales. The aim is to understand human resources practices, which tasks are needed the most, whether human resource assessment system is built or examined regularly, and if human resource assessment system is related to business performance.
Based on literature review and in-depth interviews, this research found the following results:1."To recruit the right people to fill in vacancies in time" is the human resource service that business units need the most. If human resources units can become the real business partner, it does help to improve business performance.
2.Because most painting companies are SMEs (Small and medium enterprises) and with small scales, they do not build human resource assessment system. The director of human resources also believe that it is not necessary to build the system at this stage. However, they all give credit to this system and believe that it can assist companies to improve business performance.3.Even thought painting companies in this research do not build the human resource assessment system, they examine the human resource indicators regularly or irregularly and among which, personnel cost, turnover rate, productivity and overtime rate are used more often.4.Although human resource assessment system is not built in the cases interviewed in this research, their business performance is still on the increase. Therefore, it is inferred that there is no definite correlations between human resource assessment system and the performance of SMEs. Nevertheless, whether human resource indicators are examined regularly makes an influence on business performance and is positively related to business performance.
Suggestions for other painting companies are as follows:1.HR operations should be connected to the goals and strategies of the company in order to fit the needs of organizations. 2.Enhance the quality and competency of key personnel (including managers). 3.Strengthen leadership skills and decision-making power in the middle-level and high-level management. 4.Executives pay attention to human resource key performance indicators (HR KPI). 5.Good workforce stability can reduce costs and enhance business performance. 6.Making good use of human resources indicators can effectively reduce personnel costs and improve productivity. 7.Make use of performance evaluation system, and line it to compensation and career development. 8.Promote incentive compensation system. 9.More emphasis on internal marketing talents and so on. |
| Reference: | 一、中文部分
1. 王妙雲(1995)，系統分析與設計－方法、工具論，臺北：碁峰資訊。
2. 王淑芬編著(2001)，社會研究法，台北：保成文化出版。
3. 王秋菊(2011)，由傳統走向高科技的台灣化學工業，科學發展457期。
4. 余坤東(1996)，人力資源部門效能評估之探討，商業職業教育。
5. 吳秉恩(2002)，分享式人力資源管理－理念、程序與實務，台北：翰蘆圖書。
6. 林文杰(2008)，製造業人力資源管理績效指標運用情形之研究，碩士論文，銘 傳大學管理研究所在職專班。
7. 林怡嫺(2006)，人力資源管理角色量表之建立，碩士論文，國立中央大學人力資源管理研究所。
8. 邱桂珍(1997)，人力資源管理績效衡量指標之研究，碩士論文，成功大學工業管理研究所。
9. 李元墩(2000)，台灣高科技產業人力資源策略、人力資源管理效能與企業競爭力關係模式之研究－以資訊電子廠商為實證，台北：華泰。
10.紀乃文(2004)，高階主管情感型信任與人力資源主管角色對人力資源部門績效指標影響之研究，碩士論文，彰化師範大學人力資源管理研究所。
11.紀乃文、張火燦(2006)，人力資源主管角色、人力資源部門績效指標與組織 績效關係之研究，人力資源管理學報；6卷3期。
12.陳育誠(2013)，2012年全球塗料產業大事紀，工研院。
13.陳哲彥(1998)，人力資源管理與組織績效之關係－以本土及外資企業的比較，碩士論文，中山大學人力資源管理研究所。
14.張火燦(1998)，策略性人力資源管理，2版，台北：揚智出版社。
15.黃英忠(1889)，現代人力資源管理，初版，台北：華泰出版社。
16.曾繁銘等(2010)，2010特用化學品產業年鑑，初版，工業技術研究院產經中心，經濟部技術處發行。
16.曾世裕(2003)，整合企業流程再造與雛形開發法建構知識管理之研究－以塗料業及樹脂業為例，碩士論文，國立中山大學資訊管理碩士在職專班。
17.楊川逸(2003)，人力資源部門績效衡量指標之探討，企業人力資源管理實務研究成果發表，國立中央大學。
18.歐用生(1989)，質的研究，師大書苑出版。
19.劉明奎(1996)，人力資源部門績效指標建構之研究，碩士論文，私立東海大學企業管理研究所。
20.劉致中(2012)，2012特用化學品產業年鑑，財團法人工業技術研究院&產業經濟與趨勢研究中心。
21.劉登良(2010)，塗料工藝，台北：化學工業出版社。
22.康智強(2011)，塗料、染料及顏料業產業分析，中華徵信所。
23.謝煒頻(2000)，台灣企業人力資源管理效能衡量模式建構與實證之研究，碩士論文，長榮管理學院經營管理研究所。
24.鐘俊元(2013)，2013年第二季我國特用化學品產業回顧與展望，工研院，經濟部技術處發行。
二、外文部分
1. Arthur, J. B.(1994), “Effects of Human Resource System on Manufacturing Performance and Turnover,” Academy of Management Journal, Vol. 37.
2. Bowen, D. E. & Ostroff, C.(2004). Understanding HRM-FIRM Performance Linkages：The Role of The "Strength" of The HRM System. Academy of Management. The Academy of Management Review, 29(2).
3. Beaumont, P.B. 1993. Human Resource Management: Key concepts and skills. London,: SAGE.
4. Becker, B.E, Huselid, M.A and Ulrich, D. (2001) ,The HR SCORECARD, HARVARD BUSINESS SCHOOL PRESS, Boston, Massachusetts.
5. Booth, R. (1998), The measurement intellectual capital. Management Accounting, 76(10).
6. Evans, J. R., & Lindsay, W.M. (1999), The management and control of quality, 4th de., Ohio: South-Western College Publishing.
7. Hiltrop, J. M.(1996), A Framework for Diagnosing Human Resource Management Practices, European Management Journal, Vol. 14.
8. Huselid, M. A. (1995),The Impact of Human Resource Management Practices on Turnover,Productivity, and Corporate Financial Performance, Academy of Management Journal, Vol. 38.
9. Hatten, K. J. and Hatten, M. L., Strategic Groups(1987), Asymmetrical Mobility Barrier and Contestability, Strategic Management Journal, Vol. 8, No. 4.
10. Kast and Rosenzweig(1974), Organization and management: A systems approach, 2nd edition, McGraw-Hill, New York.
11. Kaplan R.S.& Norton D.P.(1996), The Balanced Scorecard: Translating Strategy into action, MA: Harvard Business School, Boston.
12. Kaplan R.S.& Norton D.P.(2001), The Strategy-focused Organization: How Balanced Scorecard Companies Thrive in the New Business Environment, MA: Harvard Business School, Boston.
13. Lin, K. J.,& Wang, M.L. (2005). The classification of human capital according to the strategic goals of firms: An analysis. International Journal of Management, 22(1).
14. Mohrman, S. A., Lawler, E. E. III, and McMahan, G.(1996), New Directions for the Human Resources Organization: An Organization Design Approach. Los Angeles: The Center for Effective Organizations.
15. Michael Treacy&Fred Wiersema(1997), The Discipline of Market Leaders: Choose Your Customers, Narrow Your Focus, Dominate Your Market, New York, Harper Collins Publishers.
16. Niven, Paul R. (2002), Balanced Scorecard step by step: Maximizing performance and Maintaining results. New York: Wiley.
17. Pietersen, F. L. & Engelbrecht, A. S., 2005. The strategic partnership role of senior Human Resource managers in South African organisations. Management Dynamics, 14(4).
18. Rakich, G. S.(1986), “The Human Resource Department on Investor-owned Electric Utilities,” National Productivities Review, Vol 8.
19. Ramlall, S. J. (2003), Measuring Human Resource Management’s Effectiveness in Improving Performance, Human Resource Planning, 26(1).
20. Roos, G. & Roos, J. (1997), Measuring your company’s intellectual performance. Long Range Planning, 30(3).
21. Schuler, R. S. (1986), “Fostering and Facilitating Entrepreneurship in Organizations: Implications for Organization Structure and Human Resource Practices,” Human Resource Management, Vol. 25.
22. Schuler, R. S.(1996), Human Resource Management, 5rd ed., New York: West Publishing Co..
23. Teresita, A., Stephen, T. T. Teo & John, C.(2005). HRM professionals and their perceptions of HRM and firm performance in the Phillippines. The International Journal of Human Resource Management, 16(4).
24. Tichy, N. M., Fombrun, C. J., and Devanna, M. A. (1982), Strategic Human Resource Management Sloan Management Review, Vol. 23.
25. Ulrich, D., Becker, E. B., & Huselid, A. M. (2001). HR Scorecard. Boston: Harvard Business School Press.
26. Ulrich, D., Brockbank, W., Yeung, K. A., & Lake, G.D. (1995).Human resources competencies: An empirical assessment.Human Resource Management, 34(4).
27. Ulrich, D.(1997), Measuring Human Resources: An Overview of Practice and a Prescription for Results, Human Resource Management, Vol. 36. |
| Description: | 碩士
國立政治大學
勞工研究所
100262024
103 |
| Source URI: | http://thesis.lib.nccu.edu.tw/record/#G0100262024 |
| Data Type: | thesis |
| Appears in Collections: | [勞工研究所] 學位論文
|
Files in This Item:
| File |
Size | Format | |
|---|
| index.html | 0Kb | HTML2 | 534 | View/Open |
|
All items in 政大典藏 are protected by copyright, with all rights reserved.
|
