The traditional manufacturing industry in Taiwan in these few years have been severely challenged by the changing business environment. Under the public opinions that how the traditional industry gets rid of the fate of becoming the declining industry, there are still some companies achieving their success implicitly. To accompany with human resource practices, they create unique competitive advantages and values to overcome the threat by the economic depression and globalization competitiveness. A case study method is used in this thesis. Ten companies in traditional manufacturing industry with superior organizational performance and histories of transformation or related actions for business growth are targeted to explore how the traditional manufacturing industry strengthens or develops different human resource abilities according to different transformation strategies while facing different evolutional opportunities. In this thesis, internal fit of universalistic perspective and external fit of contingent perspective are used to investigate the internal mutual fitness among the human resource practices within the organization respectively. A set of core human resource practices which fit the characteristics of traditional manufacturing industry in Taiwan will be proposed as the core of integrated human resource practices. In addition, from the point of external fit, this thesis also explores the fitness of human resource practices and organizational strategies. To the companies with different transformation strategies, including changing strategic frame, investing resources, changing processes, and solidifying relationships, appropriate human resource practices should also be addressed to strengthen and develop the correspondent dynamic human resource abilities as needed. Therefore, the following propositions are proposed in terms of the inductive inference of interviewing with the ten cases and reviewing the related literature extensively. Propositions 1: The core human resource practices for traditional manufacturing industry in Taiwan are: Focus on employees¡¦ steadiness, hard-working spirits, and employee disciplines while recruiting, high wages, extensive benefits, incentives with cash payment, behavior-oriented and results-oriented performance appraisal, on-the-job training and skill development, promotion from within, harmonious employer-employee relationship, and long-term job security. The more the organization implements those practices, the more the organization could attain competitive advantages and receive superior organizational performance. Propositions 2: In accordance with different transformation and growth anchors, the human resource practices are also different. There are four anchors of transformation strategies including strategic frames, resources, processes, and relationships. Proposition 3: In terms of reengineering strategic frames as the transformation strategy, the organization should emphasize innovative ability while implementing human resource practices. To reverse employees¡¦ value by hard-culture reengineering, the organization could receive knowledge and ability which is different from the one supporting the old strategic frames. Proposition 4: In terms of investing resources as the transformation strategy, the organization should emphasize intensive ability while implementing human resource practices. To intensify and retain the original core techniques, the organization could upgrade the core techniques to the advanced level in order to expand the potential markets. Proposition 5: In terms of changing processes as the transformation strategy, the organization should emphasize participative ability while implementing human resource practices. The organization could accentuate operation efficiency in order to attain the main purposes of reducing cost and improve quality. Proposition 6: In terms of solidifying relationships as the transformation strategy, the organization should emphasize service ability while implementing human resource practices. The organization could draw on the strength of each to offset the weakness of the other among the stakeholders in order to develop competitive advantages.

First of all, we put an emphasis on the global market status of TFT-LCD, which is also our government¡¦s most important economic investment in the near future. We think it is necessary for Taiwan cooperating with Japan to reach the global No.1 place in TFT-LCD industry since Japan initiates and masters many related technologies. A-Company; however, gets such right chance for multinational combination by taking good use of some key factors¡Xorganization integration, communication and human resources management. Because TFT-LCD products get short-lasting life and fast-advancing technology, A-Company must be greatly expanding its investment annually. Although the company has independent technologies, it still has to rapidly enhance its competitiveness on global purchase, global distribution and global service through making cooperation with other technical corporations. Thus, how to take advantage of both companies¡¦ interior resources to create even more high values is meaningful to A-Company. This research shows that organization integration, personal factors, organization promises and individual defense will affect merger achievements. We design a questionnaire and use SPSS for quantification analysis to strengthen the reliability and validity of our research. Lastly, we bring out the final results and conclusions for A-Company reference. According to the questionnaire we find out that, A-Company employees think the high-level managers play quite an important role in the organization integration; their communication and expression on human resource management will directly affect merger achievements. Nevertheless, the company seems not participate in the consolidating planning before combination and not elaborate on the communication after that which leads it into negative effects after combination. From this, we deeply realize that ¡§Manpower¡¨ is the most emphasized resource for consolidating business. Our conclusion is that many failure factors of overseas or domestic combination business are also applied to TFT-LCD Company, and therefore, we think that the success factors during its merger can be imitated by other industries as well. Anyhow, it¡¦s a real pity for A-Company¡¦s not taking good application to academic researches and some successful measures from other business. In sum, there are not only multinational cooperation but also multicultural races merging in the special TFT-LCD industry which reveals a fact that the affiliation of academia will speed up this industry¡¦s growth.

Under the global competition, the corporation has noticed the importance of human resource. There has been discussed about the role of human resource department and the role of human resource professionals no matter in academy or in business. However, there is not so much discussion about the characteristics, belief and feeling which could influence the involvement of the human resource professionals. To promote the human resource management of the human resource professionals, the study aims to discuss the role, role stress, work values, and job involevement of human resource professionals. It is to understand the role of human resource professionals including its role intensity, role stress, work values and job involvement in Taiwan¡¦s corporation. Furthermore, it discusses if the role stress is negative to job involvement when the affinity for work values and the intensity of the role of the human resource professionals is different. The research methodology uses random sampling. The questionnaires sent out by 752 for the members of some of the associations of human resource management in Taiwan, and valid questionnaires are 275. The data analyzed by statistics methods of t-test analysis of independence, analysis of variance (ANOVA), Pearson¡¦s product-moment correlation, and multiple regression. The result confirms several important discoveries as follows: 1. The work experience between one and five years shows serious role conflict. 2. The administration expert is still the main character of human resource professionals in Taiwan. 3. The positioning of human resource professionals is clear, but the work is overloading. 4. The human resource professionals respects the inter value, but not pays attention t to the value of salary. 5. Administer is taking the higher role stress, but higher job involvemen, too. 6. The proper role stress can promote job involvement. 7. The role stess is negative consequence of job involvement. According to the result of the study, there are some suggestions for HR managers and HR professionals to promote the HR management of HR department and HR professionals.

In the past research studies, we found that most researchers focused more on the process, degree or factors regarding the localization of managers. They did not further find out what the key success factors are if a company really wants to pursue the success of localization. Therefore, this research is focused on the key success factors of localization and organization performance of Taiwan companies with subsidiaries in Mainland China from the perspective of human resource management. Here we use culture difference and organization trust as moderators. Sampled by the subsidiaries of Taiwan companies in Mainland China, the research was conducted by questionnaire survey. The conclusion we drew from analyzing 107 effective questionnaires are the following: First, human resource development and the direction of expatriate have a positive impact on increasing the quality and quantity of local managers. Second, considering organization performance, human resource development has a positive impact on non-financial performance. Third, human resource planning has a positive impact on the success of localization in terms of culture difference. Finally, human resource planning, the interaction between managers and employees, and the trust which a manager places on an employee plays a positive role on improving the quality and quantity of local managers.

This study focuses on contractors of petrochemical companies in Kaohsiung. It tries to understand the working conditions of contractors¡¦ workers and practices of human resource management of contractors. After interviewing and surveying to on-the-spot directors in petrochemical factories, contractors, and their employees, we found the following results: The characteristics of petrochemical factories using contractors are specialized field, labor service outsourcing, and regular practice. Short of labor and lack of specialization are the major reasons for using contractors. Advantages of using contractors for the most part are efficiency, employment cost, and employment flexibility. On the other hand, disadvantages are low safety consciousness, hard to manage, poor work quality, and high turnover rate of contractors' workers. On the working status of contractors, they undertake many contracted projects simultaneously, and deliver projects over to subcontractor (nearly 30%). The contents of contracted projects are extensive, and the main type is technical work (nearly 75%). Due to contracted periods differ in length, these projects are very unpredictable ,which pushes contractors employ temps to cope with high turnover rate. Contractors hire temps more than permanent workers on average (1.2 times). There are 80% contractors use temps, and the major reason is to meet working demand, the next is financial consideration. That temps have more variations on working contents and places reveals they face higher working uncertainties than permanent workers do. Besides, those temps' income source and average salary are lower than permanent significantly. That shows their economic pressure is higher. They have no job security, so their job satisfaction are lower, and attitude about future are pessimistic. This research also found that job functions, contracting experience, and contracting quantity of contractors would affect their tendency of using temps based on logistic regression analyses. On the human resource management aspects of contractors, most contractors use temps hiring as a way of screening and recruiting formal employees. It is different on recruiting temps and permanent workers. With regard to the source of temps, contractors mostly depend on social network; about 15% were through dispatching labor agency. The educational background of temps is lower, and contractors assign miscellaneous jobs to them mainly. Cleaning and carrying are the next. Most temps have worse fringe benefits (such as labor insurance, health insurance, group life insurance, working bonus, special vacations, etc.). There are 20%~30% workers of contractors have no labor and health insurance, and about 50 % workers have no accident insurance in this high risk area. Considering two facts about temps, high turnover rate and easiness of replacement, the job security of temps is worse. Overall, workers' conditions of contractors were not good at all in this study. It is obvious that they are in greet need of intervention and protection of government, especially in working conditions. On the aspect of risk of about occupational safety, petrochemical factories benefited from contracting but it also raise their safety risk. The accidental rate of contractors is 80%, and temps' is higher than permanent workers¡¦. This kind of fact is also shown in contractors' attitude. They think workers should be responsible for accident. This phenomenon reveal that labor safety and hygiene here is still worth striving.

¡iAbstract¡j The widespread wave of the liberalization in telecommunications followed the industrial country of England, America and Japan. The privatization of state-run business that liberalize the whole world market of telecommunications is popular in the world now. Lashed by the liberalization in telecommunications and the privatization of state-run business, our country passed the three major laws of telecommunications¡]the Telecommunication Act, the DGT Organizational Statutes, the Chunghwa Telecom Co., Ltd. Statutes¡^, after three reading in The Legislative Yuan in 1996. The Directorate General of Telecommunications transform to Chunghwa Telecom Co., Ltd. to provide telecommunications services in July 1st 1996. Closuring the double role of The Directorate General of Telecommunications in both sectors of peremptory services providing and administrator. Chunghwa Telecom Co., Ltd in order to turn their innovation into competitive acting in the industry tide of rapid development of computer and communication, and bruising competitive market, creating ¡§the system of human resource management in the privatization of state-run business by Chunghwa Telecom Co., Ltd ¡§, to attract and retain their knowledge worker, to lift the staff¡¦s job satisfaction, to carry the organization through, and built a brand new successful paragon. Further, this study also discusses about the problem in role cognitive conflict of staff diversity expectation by the company in the process of the privatization, for promoting the competitive ability of the company. If this role cognitive conflict problem will affect the organizational commitment made by staff to the company. Therefore, this study has taken Southern Branch of Chunghwa Telecom Co., Ltd as study interview, used probability proportionate to size, released 983 sets of questionnaires, got 587 sets of valid questionnaires, analyzed by statistics methods of t-test analysis of independence, analysis of variance (ANOVA), Pearson¡¦s product-moment correlation, and multiple regression. The result confirms several important discoveries as following: 1. As the staff perception in the system of human resource management in the privatization of state-run business, job satisfaction and organizational commitment, we can see that: (1). The higher perception in the system of human resource management in the privatization of state-run business staffs have, the more job satisfaction they will have. (2). The higher job satisfaction they have, the higher organizational commitment they will have to the company. (3). The higher perception in the system of human resource management in the privatization of state-run business staffs have, the higher organizational commitment they will have to the company. 2. There is a positive correlation in the staff perception in motivation by the system of human resource management in the privatization of state-run business and organizational commitment, and it also has high prediction. 3. Both well-paid and suitable working conditions and prospective promotion of job satisfaction have positive correlation and reached the level of significance. Thereamong, the former variable has major affection. 4. Job satisfaction has mediating effect between the staff perception to the human resource management system after the privatization of state-run business and organizational commitment. 5. Role cognitive conflict has no moderating effect between the staff perception to the human resource management system after the privatization of state-run business and organizational commitment. 6. According to the moderating effect of role cognitive conflict between the relationships of job satisfaction and organizational commitment in the study, the results are as following: (1). If the company can anticipate staff¡¦s need in the sectors of satisfied task autonomy, well-paid and suitable working conditions and prospective promotion, then the person who with higher role cognitive conflict in work to organizational commitment has higher identification of value than those who with lower role cognitive conflict in work to organizational commitment, and the people who with higher role cognitive conflict in labor relationship to the organizational commitment has higher identification of value and company than those who with lower role cognitive conflict in labor relationship to the organizational commitment. (2). To generalize the moderating effect of role cognitive conflict between the relationships of job satisfaction and organizational commitment, as long as applying the well management in the hope of pursuing elite success, role cognitive conflict could be positive and beneficent. Key words: human resource management, perception, job satisfaction, organizational commitment, role cognitive conflict.

As the business environment become more uncertain, many organizations look for ways to gain competitive advantage. Outsourcing has thus become one of the effective ways for them to become flexible and more high-performance organizations through outside experts partner to raise employee¡¦s performance to the level necessary for achieving business goals. The purpose of this research is to study the issue of training outsourcing, to forecast the factors that affect the decision to outsourcing and to examine how partnership, knowledge sharing, institutional and human resource management issues are involved in training outsourcing. In addition, this research also shows interests in the role and competence of human resource development. Using a samples form the member which was published by CPC in 2001. We test a set of hypotheses among the variables. The results show that small and medium growing companies have higher training needs in the human resource area. Additionally, using logistic regression we shows that firm size, capital intensity and foreign business are the most significant impact factors for the decision of training outsourcing. Furthermore, the impact of outsourcing decision in the future is then examined. Results indicated that time pressure, the roles of program designers and marketer, and the competencies of understanding related law, diagnose organization needs skills, control skill, communicate skill and plan to implement project skill are key predictor of outsourcing decision. Finally, the result of the regression analyses shows that partnership, knowledge sharing and institutionalization have significantly direct effect on outsourcing performance. Human resource management plays a significant and negotiation role to moderate the relationship with institutionalization and knowledge sharing and this relationship influences firm¡¦s performance.

Abstract The research of this project is to discuss the governmental enterprise¡¦s employee reaction when they are face the extremely change of the governmental company to become the privation. In this privatization process, the company have used the enterprise¡¦s re-engineering and change the human resource planning to fit the privatization. The object of this research is the Refinery Business Unit (RBU) of Chinese petroleum corp., the biggest governmental enterprise belongs to the Ministry of the Economic Affairs. In order to strengthen their competition, the Chinese Petroleum Corp. established the Refinery Business Unit at the end of the year 2000. They try to simplify and consolidate the organization and reorganize functional organization to business unit. The main purpose is hope that will be change the organizational culture, reduce the working process and revolute the employees mental. It also wish that re-engineering process which by through simplified the administrative levels and rationalized the human resources planning would produce enterprise¡¦s operation efficiently. The researcher is working in the Chinese Petroleum Corp. and have experienced in the establishment of RBU. After fully understanding the response of various levels of the employees to the human resource planning in this re-engineering process, he make the conclusion of the research is as following: 1. There is no significant difference among employees with different attributes against ¡§Manpower Transfer Planning¡¨. 2. There is no significant difference among employees with different attributes against ¡§Strengthening of Manpower Employment¡¨. 3. There is significant positive correlation between Manpower Transfer Planning and Strengthening of Manpower Employment as expressed by employees of different attributes. 4. Empirical outcomes of employees of different attributes toward the impact of Manpower Transfer Planning and Strengthening of Manpower Employment are: a. The manpower transfer and core manpower have significant positive impact. b. There is significant positive impact of human resources supply and demand adjustment and core manpower. c. There is significant positive impact of Manpower Supply and Demand Adjustment and manpower subject to transfer. d. There is significant positive impact of Manpower Supply and Demand Adjustment and Manpower to be developed.

Abstract The competitive market in 21 century is full of uncertainty. The needs of customers change fast as time, location, age, and feelings. Customers lead market. Successful business in uncertain environment must respect, understand, satisfy, and master customers. Only when business do well in CRM, and then customers can shop goods again. And public praise not only reduce the cost of marketing to open up new customers but also gain sales and profits. The culture of customer-oriented is the premise of CRM. Understand customers¡¦ needs, meet them, provide good service and process, make sure the safety convenience of deals. Because customers are satisfied and have high loyalty, it can produce the beneficial result of CRM. Building HR effective management is from the business culture of customer-oriented in competitive age. And HRD is more important than assets. Information resource has become a part of life for people. Business managers should consider how to use information resource and technology ability well. Let these tools help employees provide better services to customers. By doing this we can increase sales profits, raise customer loyalty, and reduce business cost. The results of research are as follows¡G 1.HRM activities and the beneficial result of CRM have significant relation. 2.To HRM activities and the beneficial result of CRM, some parts of COC are mediators. 3.HRM activities and the culture establishing of customer-oriented have significant relation. 4.Technology skills¡Bculture of customer-oriented and CRM have moderator situation. 5.Information resource¡Bculture of customer-oriented and the beneficial result of CRM have moderator situation.

The reason of discussing the influences of Law of the PRC on Employment Contracts is, pursuing the economical growth has been the main development policy from the beginning of the reforming and opening up of China. However, the derivative labour problems are getting worse. Although the PRC government passed the Labour Law of the People's Republic of China in 1995, the execution of the Law achieved little, resulting in more labour-management problems instead. For this purpose, the PRC government passed the Law of the People's Republic of China on Employment Contracts in 2007, expecting to eliminate the situation of long-term ignorance and violation of labour rights. The Law has great influences on employers in China such as decreased employing flexibility and increased operating costs. Therefore, this research intends to comprehend the influencing coverage of the Law of the PRC on Employment Contracts through investigating the Law¡¦s legislative background and its legal meaning, and adjusting future human resource systems and positioning human resource management strategies for the enterprises according to their influenced coverage. During the research process, I have consulted a large quantity of documents related to the Law and news regarding enterprises¡¦ reaction toward it. Through collecting, analyzing related documents, and interviewing cases, I found that the Law insists much on recording and reserving anything regarding labour rights in written form during the operating processes of enterprises. Besides, other influences toward enterprises including the changing of cost structures, especially the law violation costs. For example, enterprises do not have probation period, dismissing employees illegally, or the expending of economical compensation and so forth. In addition, I also found that the regulation of the open-ended employment contracts and granting the economical compensation influence enterprises fairly much. However, the two above regulations are complements of each other. The purpose of the legislation is to let enterprises and employees built long-term and stable labour-management relations. At last, I discovered that in the future, enterprises need to change the passed attitude of dealing with labour-management relations when facing the Law. They have to pay more attention on details when operating company, especially when dealing with affairs about labour rights. For example, they have to notice the details of the design of appraisal system, improving staff training, modifying the company¡¦s rules and regulations, and the new employee recruitment and so forth. To conclude, in the future, enterprises have to take a more reciprocal attitude when facing labours and managing labour relations.