| 摘要: | 近年來，常有研究探討人力資源專業人員角色的轉變，從組織內的支援性功能，變成事業策略夥伴角色，以創造對企業價值。此外，2008年發生全球金融風暴，許多企業為求生存進行裁員瘦身、組織變革。個案公司人力資源部因應金融海嘯及人資角色之轉換，於2008年11月24日，啟動人資部組織結構變革，縮減各分店人事薪資經辦，成立集權式的人資客服代表（區域人資中心），為各區營運單位提供全方位人資業務，包含人事行政作業、薪資、招募、訓練及員工關係業務。本研究目的但講求快速回應的量販業是否適合集權式的組織結構？變革後的服務品質滿意度會比以前來的好？是否可設計成更適合的組織結構？ 此次變革代表的是人力資源部對外進行各項組織疆界擴張活動的新組織設計方式，除節省970萬人事成本外，管理權移轉、業務多元化外也強化人資部結構與功能。藉由區域人資成員提供親切有效率的人資服務、實用人資管理報表、區域人資經理積極參與策略會議，無形中提升人資部地位的重要性，區域人資成功作為人力資源部的推手。 透過問卷調查，發放450份，有效樣本為292份，有效率為64.9%，針對同一組受測者以回溯方式，評估HR「變革前」與「變革後」的服務品質滿意度變化，研究發現整體服務品質滿意度包含「服務效率」、「服務效能」及「服務態度及專業度」明顯比變革前來的好；另將離職率、幹部休假管理率、新人遞補成效、訓練成效及員工申訴等客觀人資指標進行比較，雖觀察期較短，但仍可發現若干成效。且內部顧客對於「組織變革與組織結構」之接受程度高，表示整體而言，內部顧客對於人力資源部的變革持正面看法。 唯整體人資人數佔公司人數比例遠低於競爭對手，恐有服務不周之情形，尤其是偏遠的宜蘭、花蓮、台東地區；此外，應多與員工溝通、包含人資人員與內部顧客、人資部前台與後台的溝通，對於政策的擬定有所助益，更貼近員工需求。強化區域人資、分店窗口及內部顧客的訓練，可以改善或增進其在執行任務上的技巧及未來發展上的能力，進而對工作及工作環境感到滿意。In recent years, there are a lot of studies of how human resources professionls transformed from the supporting function role to the business strategic partners to create the added value to business. In addition, economic crisis occurred in 2008, many companies downsizing and did the organizational changement to survive. This research is designed to know the human resources department of case company started the changement on November 24, 2008. They reduced store payroll staffs to build up the centralized customer service representative (ie, Regional Human Resources Team) for provide the full function HR services, including payroll, recruitment, training and employee relations. Does the new organization fit retail? Is the new organization better than before? This changement is represented HR expansion boundaries, in addition to save 9.7 million Labor cost and strengthened the structure and function of HR division. HR provides efficient service and managemnt reports to internal cumstoers, regional HR managers participates the strategy meetings, we could find the importence of HR in the company. The amounts of total survey are 450, valid samples from the surveys are 292, and the effective rate was 64.9%, the research hypothsis using quantitative analysis. The findings indicated that internal customers support the HR structure changement, the satisfaction with overall quality of service, includes "Service Efficiency", "Service Performance" and "Service attitude and Profession" are significantly better than before. By the way, we could find the success of the objective indicators of human capital, includes turnover rate, leave management, result of fill the vacancies, training result and employee complaints We suggest the case company could review the HR staff ratio which is lower than competitors, more communicate with employee could be useful for policy formulation and meet their needs. Strengthen the training of regional HR team, store windows and internal customer, it could improve or enhance their skills & satisfied with the work & environment. |
