|dc.description.abstract||Human Resource Management Activity Planning, Implementation and Evaluation
–The Case of Tah Tong Textile’s Organization Change
In a time when labor-intensive traditional industry is experiencing outflow while technology industry is booming, the case study company that belongs to textile industry is under transformation and targets on human resource management (HRM) to address the trend of globalization. This thesis analyzes and diagnoses the case’s current issues of organization and human resource in the hope to provide suggestions for all management issues regarding human resource.
The study is to discuss 1. how the planning and implementation of human resource activities help to tackle problems in a company’s transformation; 2. if the improvement activity implemented by human resource can improve HRM efficiency and operational performance; 3. what supporting measures should HRM formulate to come with planning and implementing policies as to cope with challenges traditional industry faces in the changing environment; and 4. review the employees’ feedback after planning and implementing the HRM activities.
This thesis evaluates the improvement measures’ results from the perspectives of the company’s operation and internal customers. It conducts survey questionnaire on the satisfaction of internal customers based on the hypothesis that the company has better employee satisfaction for relevant management policies after it implements change initiatives for HRM.
There are totally 124 research objects from the company’s indirect employees.The four variables are recruitment & selection, training & development, performance management and compensation management. The questionnaire is divided into two parts. The first part is the satisfaction comparison between the existing and new human resource policies. The 27 questions are developed according to the four variables with a focus on the company’s human resource policies implemented in 2007. Respondents are asked on the satisfaction comparison between the existing and new policies based on the Likert 5 scale. Part Two is about respondents’ profiles including age, education, seniority, department and position. Data analysis used descriptive statistics, reliability, validity analysis and T test as tools.
Results show employees’ satisfaction level after implementing HRM activities such as recruitment & selection, training & development, performance management and compensation management are higher than before. However, there is significant difference only in the two variables, training & development and performance. This shows the above hypothesis is half established.
There are significant differences for training & development and performance management questions in the satisfaction comparison. 1. The mean differences between the two variables are more significant than the other two with the satisfaction degree higher than 3.5 on “‘MTP courses’ can help individuals in improving managing ability and the ‘360-degree management competency evaluation feedback’ can help supervisors to find out their strength and weakness .” 2. The satisfaction degree between 3 to 3.5 accounts for 74% of all questions. It includes questions for performance management, some recruitment & selection, training & development and a minority of compensation management. Although there are 5 questions out of 7 achieved significant difference regarding the performance management, the overall satisfaction is only moderate compared to before. 3. For satisfaction degree lower than 3, four negative responses out the five are about salary.
Key words: Human Resource Management (HRM), Recruitment & Selection, Training & Development, Performance Management, Compensation Management, Change and Satisfaction.||en_US|