企業人力資源跨部門服務角色與服務績效關係之研究

NCUIR > School of Management at National Central University > Graduate Institute of Human Resource Management > Electronic Thesis & Dissertation > Item 987654321/10688

Please use this identifier to cite or link to this item: http://ir.lib.ncu.edu.tw/handle/987654321/10688

Title:	企業人力資源跨部門服務角色與服務績效關係之研究
Authors:	龐寶璽;Pao-Si Pang
Contributors:	人力資源管理研究所
Date:	2006-07-07
Issue Date:	2009-09-22 14:04:48 (UTC+8)
Publisher:	國立中央大學圖書館
Abstract:	摘要人力資源跨部門服務是近年在人力資源管理實務界逐漸存在的現象。本研究針對人力資源跨部門服務的實際工作內容與角色加以描述；藉由不同理論觀點以論述及解釋人力資源跨部門服務的成立基礎；最後，預測人力資源跨部門服務對服務績效表現的關聯性。參考相關的理論，本研究定義人力資源跨部門服務為正式代表人力資源部門，跨越部門疆界，針對負責部門透過居間訊息傳遞並提供人資專業諮詢服務的跨疆界人員。人力資源跨部門服務包含人資業務緩衝者、人資疆界擴張者、管理諮詢顧問、員工諮商師等四項服務角色。前兩項人資業務緩衝者、人資疆界擴張者角色是以人力資源部門的觀點視之；後兩項管理諮詢顧問、員工諮商師的角色則是以被服務部門角度觀之。研究結果發現已推行人力資源跨部門服務的公司之人力資源部門與被服務部門的績效優於未推行人力資源跨部門服務的公司與部門；人力資源跨部門服務的管理諮詢顧問、員工諮商師角色對被服務部門的內部績效有直接影響。人力資源跨部門服務與人力資源部門與被服務部門同仁所累積的組織性社會資本都對兩個相關部門的績效有所影響。但是，組織性社會資本無法產生中介效果的關聯機制。未來的研究可以探討其他可能的中介變項與調節變項。建議未來可以採取工作分析法以解析人力資源跨部門服務的專業職能並設計適當的管理制度以發揮其效能。 HR cross-boundary service (HRCBS) has become more popular in the field during these years. The paper tried to describe the roles and job contents of HRCBS, explain the theories of HRCBS development, and forecast the relationship between HRCBS and service performance. Based on the related theory, the definition of HRCBS is the agent who surmounts HR department boundary, and is responsible for the distributed departments to transmit information and to provide the person to help the specialized consultation service cross boundary personnel. HRCBS contains the roles of helping the service cushion to HR, helping HR border expander, cousulting line managers in amagement, and coaching the staff. The first two items of HRCBS are regard it by the human resources department's viewpoint; The latter two items are regard it by the serviced department's viewpoint. The findings discovered the organizations with HRCBS surpasse the organizations without HRCBS. The roles of HRCBS contribute to the serviced departments directly. The organizational social capital between HRCBS and HR depatrment or serviced departments contributed to the performance of these two departments. But it is not the mediator of the relationship between HRCBS and their performance. The following research could try to discuss other possible mediators, and moderators. The suggestion will be allowed to adopt the work analysis method to analyze HRCBS specialized competency and to design suitable management system in order to display its potency.
Appears in Collections:	[人力資源管理研究所] 博碩士論文

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