| 摘要(英) |
Facing the rapid transformation of the global environment, the role of the Human Resources department has leaped from the previous single field to the domain of multiple and cross-border areas under the pressure of external competitiveness and the need for organization promotion.
Since the Human Resource role was defined by Ulrich in 1997, Human Resource strategy partners have become the most important role of human funded employees, and Human Resource Account Service (AS) representatives have also become the development trend of Human Resource role function. The Human Resources department, with the guidance of "Account Service", directly dispatched Human Resources personnel to service units, assisted the institutions to carry out the planning and organization of Human Resources development strategy and organization, and reached the development goals of the institutions.
In the past, most of the academic research reports were limited to the role of Human Resource strategic partners, and few case studies were conducted. Since 2002, the case of the company has introduced the system of Account Service representative under the organization development.
This study collects 56 valid samples and 76.7% recovery rate through the questionnaire survey, and investigates and analyzes the role of the current Account Service representative system role of the case of the company and the feedback and suggestion of the service provider and the Served.
The results show that the case study of the company can achieve the immediate service through the division of Human Resources specialization, the integration of resources and the integration of resources and the E-system platform. Only in the Human Resources policy and the development of the institutions, the Human Resources headquarters have low level of support and communication, the role positioning is not clear, the manpower allocation is not enough, and the standard of human capital operation and the lack of systematization can be strengthened.
The results of this study and suggestions for further improvement will help to provide suggestions for the management of case study of the company and the implementation of enterprise system planning. |
| 參考文獻 |
1.英文部分
〔1〕Issac, Stephen & Michael, William B., (1983), Handbook in Research and Evaluation. San Diego, Ca: Edits
〔2〕Knapp, D. (2004). If you′re in HR, you′re likely in HR transformation. Employee Benefit Plan Review, 58(9), 9-13.
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〔8〕Issac, Stephen & Michael, William B., (1983), Handbook in Research and Evaluation. San Diego, Ca: Edits
〔9〕Knapp, D. (2004). If you′re in HR, you′re likely in HR transformation. Employee Benefit Plan Review, 58(9), 9-13.
〔10〕Leifer, R., & Delbecq, A. (1978). Organizational/environmental interchange: A model of boundary spanning activity. Academy of Management Review, 3(1), 40-50.
〔11〕Ulrich, D. (1997). Human resource champions.Harvard Business School Press, Boston, MA.
〔12〕Ulrich, D., & Brockbank, W. (2005). The HR value proposition: Harvard Business Press.
〔13〕Ulrich, D., Younger, J., & Brockbank, W. (2008). The twenty‐first‐century HR organization. Human Resource Management, 47(4), 829-850.
〔14〕Wimmer, R. D., & Dominick, J. R. (1994). An introduction to mass media research. California: Wadsworth.
2.中文部分
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〔5〕林文政：人力資源管理的新角色-人力資源策略夥伴(1)。2013年5月20日，取自https://www.managertoday.com.tw/columns/view/31567
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〔9〕鄭怡婷，「人資顧客服務代表的角色壓力與工作滿意、工作投入、留任意願之關聯-以知覺人力資源部門主管支持為調節變項」，國立中央大學，碩士論文，2008。
〔10〕戴夫．尤瑞奇(Dave Ulrich)著，人力資源最佳實務，李芳齡譯，商周出版，台北，2001。
〔11〕謝明鴛，「國內企業實施彈性福利之分析研究」，私立中國文化大學，碩士論文，2002。
〔12〕鍾慧蘋、陳殷哲，「人力資源團隊變革管理與組織績效之關聯性研究」，就業與勞動關係，4(2)，69-78頁，2014年11月。
〔13〕蘇品潔，「人力資源客戶服務代表角色之個案研究」，國立中央大學，碩士論文，2008。 |
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