人力資源客服代表之管控─控制理論的觀點

以作者查詢圖書館館藏

、以作者查詢臺灣博碩士

、以作者查詢全國書目

、勘誤回報

、線上人數：11

、訪客IP：18.222.200.143

姓名

龔天鈞(Tian-Jyun Gong) 查詢紙本館藏

畢業系所

人力資源管理研究所

論文名稱

人力資源客服代表之管控─控制理論的觀點
(Management Control of HR Account Officer–Perspective of Control Theory)

相關論文

★ 組織精簡與員工態度探討 - 以A公司人力重整計劃為例。	★ 訓練成效評估及影響訓練移轉之因素探討----一項時間管理訓練之研究
★ 主管領導風格、業務員工作習慣及專業證照對組織承諾與工作績效之相關研究	★ 研發專業人員職能需求之研究-以某研究機構為例
★ 人力資本、創新資本與組織財務績效關聯性之研究	★ 企業人力資源跨部門服務HR人員之角色、工作任務及所需職能之研究
★ 新進保全人員訓練成效之評估	★ 人力資源專業人員職能之研究－一項追蹤性的研究
★ 影響企業實施接班人計劃的成功因素	★ 主管管理能力、工作動機與工作績效之關聯性探討─以A公司為例
★ 影響安全氣候因子之探討-以汽車製造業為例	★ 台電公司不同世代員工工作價值觀差異及對激勵措施偏好之研究
★ 不同的激勵措施對員工工作滿足及工作投入之影響性分析	★ 工作價值觀、工作滿足對組織承諾之影響(以A通訊公司研發人員為例)
★ 薪資公平知覺與組織承諾關係之探討－以內外控人格特質為干擾變項	★ 改善活動訓練成效評量之研究

檔案

[Endnote RIS 格式]

[Bibtex 格式]

[相關文章]

[文章引用]

[完整記錄]

[館藏目錄]

[檢視]

[下載]

本電子論文使用權限為同意立即開放。
已達開放權限電子全文僅授權使用者為學術研究之目的，進行個人非營利性質之檢索、閱讀、列印。
請遵守中華民國著作權法之相關規定，切勿任意重製、散佈、改作、轉貼、播送，以免觸法。

摘要(中)

自Ulrich (1997)揭露出派駐於單位或部門的人力資源專業者(即本研究所指之人力資源客服代表)應負擔策略夥伴的責任後，國內外已有許多企業導入人資客服代表制度。但由於人資客服代表為人資部門組織發展而產生之新職位，且此職位比以往人資從業人員須執行更複雜之任務，並扮演多元之角色。因此本研究希望由控制理論之觀點出發，透過投入、流程、及產出控制，探討在人資客服代表職位之管控上最適宜之標準及方法為何。
本次研究採質性之多重個案訪談法進行分析研究，共訪談七家已導入人資客服代表制度之知名企業。研究結果發現，導入人資客服代表制度時間長短、被服務單位面對產業之特性及客服代表招募來源都會影響對人資客服代表之管控標準及方法；同時亦發現人資客服代表較適合採投入控制，而較不適宜採直接監督方式進行流程管控，並應採多元化之產出管控較佳。而目前人資客服代表正式之管控職權雖仍在人資部門，但仍應同時追求人資部門及被服務單位之目標達成，以達成其服務之目的，因此在管控時亦應根據兩方之目標來設計其標準。

摘要(英)

Since Dave Ulrich (1997) had exposed human resource professionals working at serviced department ( HR Account Officer) should account for being strategic partner, many enterprises adopted HR Account Service. HR Account Officer is a new position that is generated from HR departmental development. HR Account Officer need to execute more complicated tasks and perform diversely roles at the same time. Hence, how to manage and control this new position, HR Account Officer would be a critical problem. The paper tried to probe the proper management and control criteria and methods for HR Account Officer.
Multiple case studies as qualitative study were adopted. Through interviewing seven enterprises, there are some findings including the length of period enterprises had adopted HR Account Officer, industry characteristics, and resources of recruitment would influence the management and control criteria and methods for HR Account Officer. Results also reveal that it is suitable to use high input control, multiple index for output control, and not suitable for supervising HR Account Officer directly as process control. Although HR Account Officers are commonly under the authority of human resource department, in order to provide best HR service, they should pursue human resource and serviced departmental goals. And the management and control criteria and methods for HR Account Officer should be set based on two departmental goals.

關鍵字(中)

★ 控制理論
★ 人力資源客服代表

關鍵字(英)

★ control theory
★ HR Account Officer

論文目次

目錄
中文摘要 i
英文摘要 ii
誌謝辭 iii
目錄 iv
圖目錄 vi
表目錄 vii
第一章緒論 1
第一節研究背景 1
第二節研究動機 2
第三節研究目的 3
第二章文獻探討 4
第一節人力資源客服代表 4
第二節組織控制 11
第三節人資客服代表之控制機制 22
第三章研究方法 27
第一節研究架構 27
第二節研究方法與流程 28
第三節研究對象 34
第四章研究結果 37
第一節人資客服代表之投入控制分析 37
第二節人資客服代表之流程控制分析 50
第三節人資客服代表之產出控制分析 55
第四節控制型態分析與結論 65
第五章結論與建議 70
第一節研究發現 70
第二節討論 73
第三節研究限制及後續研究建議 75
參考文獻 77
附錄一：訪談大綱 82
附錄二：A公司 85
附錄三：B公司 95
附錄四：C公司 104
附錄五：D公司 110
附錄六：E公司 117
附錄七：F公司 123
附錄八：G公司 131
附錄九：人資客服代表管控整理表 138

參考文獻

朱道凱譯，1999，「平衡計分卡」(Kaplan, R. S., & Norton, D. P., 1996)，臺北市；臉譜文化。
任彰雄，2004，「產學合作管理機制之探索性研究」，中原大學企業管理學系碩士論文。
吳芝儀、李奉如譯，1995，「質的評鑑與研究」(Patton, M. Q., 1990)，臺北縣：桂冠。
吳秉恩，1994，「企業人力資源管理定位與功能轉型」，人力資源管理學報，第四卷第三期，頁 001- 027。
尚容安譯，2001，「個案研究法」(Yin, R. K., 1994)，臺北：弘智文化。
林文政，2006，「每位HR人，都需領導力！」，人才資本雜誌，4 : 2-4。
林建煌編譯，2002，「現代管理學」(Robbins, S. P., & DeCenzo, D. A., 2000)，二版，臺北：華泰，頁 441-462。
孫鈴萍，2004，「台灣傳統製造業轉型成長之策略性人力資源管理」，國立中山大學人力資源管理研究所碩士論文。
孫筱葦，2007，「國際企業在台子公司人力資源功能角色之研究」，國立中山大學人力資源管理研究所碩士在職專班碩士論文。
陳正沛譯，2004，「人力資源計分卡」(Becker, B. E., Huselid, D. A., & Ulrich, D., 2001)，臺北市；臉譜文化。
曾增展，1999，「組織間關係型態及結構與控制機制之研究」，義守大學管理未出版碩士論文。
蔡明田、廖曜生，2000，「集團企業多角化、資源共享與管理控制對人力資源控制影響之研究」，中華管理評論第3卷，第3期，頁 9-28。
蔡明田、廖曜生，2001，「集團子公司人力資源控制與績效關係 —集團管理控制型態之節製作用」，商管科技季刊，第二卷，第一期，頁 27-44。
鄭怡婷，2007，「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」，國立中央大學人力資源管理研究所碩士論文。
賴文珍譯(2002)，人力資源管理的未來(Ulrich D., Losey M. R., & Lake G., 1997)，初版，臺北：商周，頁4-17。
簡志文，2000，「企業人力資源管理角色定位與移轉之研究」，臺北：國立師範大學工業科技教育學系碩士論文。
龐寶璽，2006，「人力資源跨部門服務角色與服務績效關係之研究」，國立中央大學人力資源管理研究所博士論文。
Achrol, R.S., 1991. Evolution of the Marketing Organization: New Forms for Dynamic Environments, Journal of Marketing, 55, 77-93.
Anthony, R. N., 1983. Management control systems. Homewood, Ill : R.D. Irwin ; Taipei : Shun Ta.
Anthony, R. N., Dearden, J., Govindarajan, V., 1992. Management Control Systems. (7th) Homewood, IL: Irwin.
Anthony, A. N. and Govindarajan, V., 2001. Management Control Systems. Chicago, IL: Irwin.
Chapman,C. S., 1997. Reflections of a contingent view of accounting. Accounting, Organizations and Society, 22(2), 189-205.
Chenhall,R. H., 2003. Management control systems design within its organizational context: findings from contingencybased research and directions for the future. Accounting, Organizations and Society, 28(2-3),127–168.
Davis S.M. , Lawrence P.R., 1977. Matrix, Reading, Massachusettes: Addison-Wesley Publishing Company.
Ditillo, A., 2004. Dealing with uncertainty in knowledge-intensive firms: the role of management control systems as knowledge integration mechanisms. Accounting,Organizations and Society, 29, 401-421.
Doz, Y. and C. K. Prahalad, 1984. Patterns of strategic Control within Multination Corporations. Journal of International Business Studies, 55-72.
Eisenberg, E. M., Farace, R. V., Monge, P. R., Bettinghaus, E. P., Kurchner-Hawkins, R., Miller, K., & Rothman, L., 1985. Communication linkages in interorganizational systems: Review and synthesis. In B. Dervin & M. Voight (Eds.), Progress in communication sciences, 6: 231-261. New York: Ablex.
Eisenhardt, K. M., 1988. Agency and institutional theory explanations: The case of retail sales compensation. Academy of Management Journal, 31: 488-511.
Flamholtz, E., 1979. Organizational Control Systems as a Managerial Tool. California Management Review, 22: 50-59.
Friedman, R., & Podolny, J., 1992. Differentiation of Boundary Spanning Roles: Labor Negotiations and Implications for Role Conflict, Administrative Science Quarterly, 37(1): 28-47.
Galbraith, Jay R., 1971. Matrix Organization Design: How to combine functional and project forms. Business Horizons, February, p29-40.
Galbraith, Jay, 1973. Designing complex Organization. Reading? Mass: Addison-Wesley Publiching Company.
Globerson, A., Globerson, S., & Frampton, J., 1991.You Can’t Manage What You Don’t Measure. England: Avebury.
Goolsby, J. R., 1992. A theory of role stress in boundary spanning positions of marketing organizations, Journal of the Academy of Marketing Science, 20(2): 155-164.
Guest, D. E., 1995. Human Resource Management and Performance: A Review and Research Agenda. The International Journal of Human Resource Management, 5: May, 267-299.
Hayes,D. D., 1977. The contingency theory of managerial accounting. The Accounting Review, 52(1), 22–39.
Hayes D. C., 1978. The contingency theory of managerial accounting: a reply, The Accounting Review, Vol. LIII, 2(April),pp. 530–533.
Hopwood, A. G., 1989. Organizational contingencies and accounting configurations. In B. Friedman,& L. Ostman (Eds.), Accounting development—some perspectives: a book in honour of Sven-Erik Johansson (pp. 23–44). Stockolm: Economic Research Institute.
House, R. J., 1991. The distribution and exercise of power in complex organizations: A meso theory. Leadership Quarterly, 2(1): 23-58.
Jarillo, J.C. and Martinez J.I., 1990. Different roles for subsidiaries: the case of multinational corporations. Strategic Management Journal, 11, 501-512.
Johnson, J. L., 1999. Strategic Integration in Industrial Distribution Channel : Managing the Interfirm Relationship as a Strategic Asset, Journal of the Academy of Marketing Science, 27(1), 4-18.
Kolodny, H. F., 1983. Evolution to a Matrix Organization., in D. I. Cleland and W. R. King, Eds., Project Management Handbook.
Lebas, M. & Jane W., 1986. Management Control: The Roles of Rules, Markets and Culture, Journal of Management Studies, 23(May), 259-272
Larson E.W., & Gobeli D. H., 1985. Project Management Structure: Is There A Common Language? Project Management Journal, June , p40-44.
Leifer, R., & Delbecq, A., 1978. Organizational/environmental interchange: A model of boundary spanning activity. Academy of Management Review, 20: 40-50.
Maciariello, J. A., 1984. Management Control Systems, Taiwan: HWA-TAI, pp.1-18.
Machin, I., Ed. 1988. New Perspectives in Management Control. London, UK: Macmillan Press.
McCollom, M., 1990. Group formation: Boundaries, leadership and culture. In J. Gillette and M. McCollom (Eds.), Groups in context: A new perspective on group dynamics. Reading, MA: Addison-Wesley.
Merchant, K. A., 1982. The Control Function of Management. Sloan Management Review, 23, 4: 43-55.
Merchant, K. A., 1998. Modern management control systems, NJ: Prentice-Hall, pp.1-261.
Miller, E. J., & Rice, A. K., 1967. Systems of Organization: The Control of Task and Sentient Boundaries. London: Tavistock Publications.
Moore, K. R., 1998. Trust and Relationship Commitment in Logistics Alliances: A buyer perspective, International Journal of Purchasing and Materials Management, 34, Winter: 24-37.
Morris M. H., Allen, J., Schindehutte, M., & Avila, R., 2006. Balanced Management Control Systems as a Mechanism for Achieving Corporate Entrepreneurship. Journal of Managerial Issues, 18, 4; 468-493.
Olsen, M. E., 1978. The Process of Social Organization. Holt, Rinehart & Winston, Chicago, IL.
Organ, D. W., 1971. Some variables affecting boundary role behavior. Sociometry, 34, 4: 524-537.
Ouchi, W. G. and Maguire M.A., 1975. Organization Control: Two Functions, Administrative Science Quarterly, 20, 559-69.
Ouchi, W. G., 1979. A Conceptual Framework for The Design of Organizational Control Mechanisms. Management Science, 25, 9: 833-848.
Otley,D. T., 1980. The contingency theory of management accounting: achievement and prognosis. Accounting, Organizations and Society, 5(4), 413–428.
Peter, L. J., 1993. The Peter Principle. Buccaneer Books.
Schuler, H. 1997. Personnel and human resource management. New York, West Publishing Co.
Snell, S. A., 1992. Control theory in strategic human resource management: The mediation effect of administrative information. Academy of Management Journal, 35(2), 292-327.
Snell, S. A & Youndt, M. A., 1995. Human resource management and firm performance: Testing a contingency model of executive controls. Journal of Management, 21(4), 711-737.
Speckman, R. E., 1979. Influence and information: An exploratory investigation of the boundary role person’s basis of power. Academy of Management Journal, 22: 104-117.
Stake, R. E., 1981. The Case Study Method in a Social Inquiry. Educational Reseacher, 7: 5-8.
Steadman, H. J., 1992. Boundary spanners: a key component for the effective interactions of the justice and mental health systems. Law and Human Behavior, 16: 75-87.
Stuckenbruck, L.C., 1984. Interface Management, or Making the Matrix Work, in D.I. Cleland, Eds., Matrix Management Systems Handbook.
Tiessen,P.,& Waterhouse, J. H., 1978. The contingency theory of management accounting: a comment. The Accounting Review, April,523–529.
Wall, J. A., & Adams, J. S., 1974. Some variables affecting a constituent’s evaluations of and behavior toward a boundary role occupant., Organizational Behavior and Human Performance, 11: 390-408.
Weber, J., 1995. Influences upon organizational ethical subclimates: A multipdepartmental analysis of a single firm, Organization Science, 6: 509-523.
Youker R., 1977. Organization Alternatives for Project Managers, Management Review, Nov., p46-53.
Ulrich, D., & Brockbank W., 2005. Role Call. People Management Institute of Personnel and Development London Personnel Publications. June 16th: 24-28.
Ulrich, D., 1997. Human Resource Champions: The next agenda for adding value and delivering results. Harvard Business School Press.

指導教授

林文政(Wen-Jeng Lin)

審核日期

2008-7-21

推文