| dc.description.abstract | This research focused on different human resource activities and skills, and the effects from each of them to the human resource effectiveness and the organizational effectiveness. According to the competitive advantage model (Brockbank, 1999), we separate the activities and skills into three categories: operationally reactive, proactive and strategic. Among the combination of operational, reactive, strategic and proactive, Brockbank suggested that if human resource linked strategic and proactive, the strategically proactive activities and skills could create the most competitive advantage and contribution to the organizations. Therefore, we use this concept to review the execution of strategically proactive human resource in Taiwan’s organizations.
We collected 70 samples which are the Top 1000 companies surveyed by CommonWealth magazine, including 1000 manufacturing, 500 service and 100 banking industry. Instead of understanding the human resource in Taiwan and the influence on effectiveness, we also compare the human resource and effectiveness of 2006 and 2009. Because of the economic downturn, 2009 might be a turning point to change the percentage of human resource daily work.
In this research, we found human resource put more time and efforts in operationally reactive human resource than proactive or strategic human resource. The regression analysis showed that human resource effectiveness are significantly positively affected by proactive and strategic human resource, and organizational effectiveness are significantly positively affected by strategic human resource. When comparing 2006 and 2009, we found both proactive and strategic human resource are improved. On the other hand, the operationally reactive human resource decreased than before. The result of the situation is that human resource and organizational effectiveness all increased. In the future, human resource should keep raising strategically proactive human resource and reducing operationally routine job.
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