本研究目的是探討個案公司人力資源管理的發展問題，並從人力資源的角度提供制度面的優化方案，透過制度的改善，強化整體的管理體系，促使企業內部提高獲利的動能。個案公司為被併購公司，早期著重於傳統的人事管理，於企業內部的制度發展一直未有策略性的規劃，對被併購的公司而言，若沒有注意制度面問題，例如績效管理、激勵機制、組織發展等，亦可能影響企業獲利及永續經營的目標。 針對個案，主要採用的研究方式是以12位的主管訪談及人力資源制度的資料比對為主，再將兩項資訊進行核對及探討，確認個案公司制度可優化的方向。本次訪談結果所回饋的主要構面有領導統御、組織發展、激勵機制、教育訓練、規章制度、薪酬制度、企業文化，各構面涵蓋比例不同，最終以下列四項為主要的優化方向： 一. 組織發展：將組織結構扁平化，去除因人設置的部門與職位。 二. 職位說明書：建置適合醫療器材產業的職位說明書。 三. 績效管理：設計以目標導向的績效評核制度。 四. 激勵措施：將目標與獎勵結合。;The purpose of this study is to explore the issue of the development of human resource management in A company and provides an optimization programs. This company was merger and acquisition by B group. In early period, the administrative department only focused on the traditional personnel management. It lacks institutional planning, such as incentive plans, performance appraisal etc. This study is conducted by interview with senior executives and comparison of human resource system between A company and B group. Then confirm the optimized programs of the company after checking and discussing the two items of information. The suggestions are as below: 1. Organization development: Flatten the organizational structure. Remove some section and some positions. 2. Job description: Build job descriptions for the medical device industry. 3. Performance Management: Design a performance appraisal system. 4. Incentive: Combine goals with rewards.
