人資事業夥伴的角色定位與事業單位主管的認知差異分析-以工業電腦A公司為例

NCUIR > School of Management at National Central University > Executive Master of Human Resource Management > Electronic Thesis & Dissertation > Item 987654321/82989

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Title:	人資事業夥伴的角色定位與事業單位主管的認知差異分析-以工業電腦A公司為例
Authors:	蘇柏丞;Su, Po-Chen
Contributors:	人力資源管理研究所在職專班
Keywords:	人資事業夥伴;事業單位主管;工業電腦;Human resource business partners;business unit managers;Industrial personal computer
Date:	2020-07-21
Issue Date:	2020-09-02 14:19:53 (UTC+8)
Publisher:	國立中央大學
Abstract:	工業電腦產業發展至今已三十五年，近年來工業電腦的商業模式，不再侷限於自動化領域與工業製造生產，迅速從水平產業擴張到垂直產業，應用範圍也越來越廣。由2011年德國政府所提出的工業4.0計畫中，以工業電腦產業影響最為盛大，也因科技進步，使得工業電腦產業迎向了一個嶄新的物聯網時代。本研究方法採用紮根理論進行分析研究，A公司為工業電腦產業界之龍頭企業，研究以A公司為個案研究，訪談個案公司內人資事業夥伴與事業單位主管並以四大類型「人才發展教練、員工代言人、管理專家、HR 策略顧問」為標的來瞭解人資事業夥伴的現況與在未來的定位；A公司的人資部門建議以Ulrich所提出的HR三支柱模型的現階段架構下，人力資源領域專家（COE）這塊需更加投入；在人力資源事業夥伴角色上，職能部分，在硬實力-人才招募與策略性人力資源和軟實力-人際導向的技能上持續精進；角色部分，人才發展教練與HR策略顧問是人資事業夥伴與事業單位主管共同認知現階段欠缺而未來需重點加強的，在員工代言人的角色上持平即可，而管理專家是目前人資事業夥伴比重最重的角色，在未來需減少此部分由COE來協助，而人資事業夥伴需更加專注在人才發展教練與HR策略顧問的角色。本研究可作為工業電腦業界人力資源事業夥伴認知之參考，亦可以做為個案公司人力資源部門將來轉型的參考與依據。 ;It has been 35 years since the development of the industrial computer industry. In recent years, the business model of industrial computers is no longer limited to the field of automation and industrial manufacturing.. In the Industry 4.0 project proposed by the German government in 2011, the industrial computer industry has the greatest influence. Due to technological progress, the industrial computer industry has ushered in a new era of Internet of Things. This research method adopts grounded theory for analysis and research. Company A is a leading enterprise in the industrial computer industry. The research uses Company A as a case study, interviews with HRBPs and business unit managers and uses four types of "talent development coaches" , Employee spokespersons, management experts, HR policy consultants" as the target to understand the current status and future positioning of HRBPs; In the role of HRBPs, the functional part is continuously improved in hard power-talent recruitment and strategic human resources and soft power-interpersonal-oriented skills; role part , Talent development coaches and HR strategy consultants are HRBPs and business unit managers who recognize the lack of at this stage and need to focus on strengthening in the future. It can be the same as the role of employee spokesperson, and management experts are currently the proportion of HRBPs. The heaviest role needs to be reduced in the future. This part will be assisted by COE, and the HRBPs need to focus more on the roles of talent development coaches and HR strategy consultants. This research can be used as a reference for the HRBPs of the industrial computer industry, and can also be used as a reference and basis for the future transformation of the HR department of the case company.
Appears in Collections:	[Executive Master of Human Resource Management] Electronic Thesis & Dissertation

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