本研究以T公司為個案研究，探討人力資源部門的角色與功能轉變契機、歷程、及其對組織的影響程度。T公司人力資源部門自成立以來，以實踐Dave Ulrich在1997年所提出的人力資源四種角色「策略夥伴、員工鬥士、行政專家、變革代理人」為標的，期許成為組織的事業夥伴，以提升組織人力資本(Human Capital)。 研究目的： (一)瞭解人力資源部門獨立歷程及對自我角色與功能的認知。 (二)探討事業單位主管對人力資源部門角色與功能認知。 (三)剖析人力資源部門主管與事業單位主管認知差異。 本研究可作為企業人力資源角色轉型之參考，亦能成為T公司人力資源部門成立五年來的省思與回饋。 ;The present study used T company as case study and tried to understand the changing role and function of Human Resource Department. The turning point, history and related impact of the change were deeply studied. T company has been following the four role identified by Ulrich’s “Model of HR’s Multiple Roles” (1997) since its founding. The roles include strategic partner, administration expert, employee champion and change agent.
In the present study, we tried to understand the independent role of HR Department and HR staff’s self-awareness on their own role and function. We also examined line managers’ understanding and expectation on the role and function of HR Department. Finally, we analyzed the gap between HR and line managers.
The result of this study can be the important reference when the organization conducts HR transforming. It is also a valuable information to T company to review its progress and improvement area.