京都大学 / 0048 / 新制・課程博士 / 博士(地球環境学) / 甲第19344号 / 地環博第137号 / 新制||地環||28(附属図書館) / 32346 / 京都大学大学院地球環境学舎地球環境学専攻 / (主査)教授 星野 敏, 教授 ショウ ラジブ, 准教授 橋本 禅 / 学位規則第4条第1項該当 / Doctor of Global Environmental Studies / Kyoto University / DGAM

京都大学 / 0048 / 新制・論文博士 / 博士(農学) / 乙第12972号 / 論農博第2822号 / 新制||農||1037(附属図書館) / 学位論文||H28||N4954(農学部図書室) / 32410 / 新制||農||1037 / 京都大学大学院農学研究科生物資源経済学専攻 / (主査)教授 福井 清一, 教授 小田 滋晃, 教授 栗山 浩一 / 学位規則第4条第2項該当 / Doctor of Agricultural Science / Kyoto University / DGAM

HRM-Pリンクの存在を解く鍵を追求する試論を展開した論文。HRMにせよPにせよ，組織内の事象であること，そしてその中にある「計画・管理」というプログラムがあることに着目することが肝要である。しかし，果たして「計画・管理」が企業組織内でスムーズに展開されるかどうか。それを下支えするコンテキストもあれば妨げるコンテキストもある。HRM‐Pリンクを考察するには、各国のコンテキストを探ることが重要であることを、新制度学派の議論を援用して論じた。 / Does the HRM-P(Performance) link exist? The aim of this thesis is to try to seek answers to this question. It is important to notice that both HRM and P represent events inside organizations, which have "administration and planning" programs. However, can these programs develop smoothly inside organizations? Organizations may have constraining as well as enabling contexts, which must be explored in order to consider the HRM-P link. This thesis addresses the matter while making some references to new institutionalism. / 博士(産業関係学) / Doctor of Philosophy in Industrial Relations / 同志社大学 / Doshisha University

面對多元化、國際化及全球競爭的壓力，私人企業莫不採行新的績效管理制度，來創造員工、管理者及組織三贏之局面。公部門面對資源相對有限，民眾要求與日俱增之窘況，欲改進績效管理並縮小顧客不滿意之缺口，應透過全方位回饋訊息之蒐集，將民意轉化為施政知識，鼓勵人力資源管理能創新改革，以建構人力資源組織的策略地圖，因此，接受多元評估已是無法避免之趨勢。 本研究擬透過文獻分析法、問卷調查法及質化訪談法，從臺北市政府員工認知之觀點，來探究360度回饋模式在臺北市政府實施之可行性，進一步提出臺北市政府實施該模式之構想與建議。 本文計分為五章，第一章說明研究動機、目的及相關概念之界定；第二章為相關文獻之檢視，萃取國內外實證研究中影響360度回饋模式實施之相關因素，以建構第三章問卷設計及質化訪談內容；第四章則從員工認知觀點對「不同評估來源」及「360度回饋模式實施可行性」，進行知覺、差異及相關性之實證分析；第五章則針對研究發現，提出實務上的改進建議及後續研究者未來思考的新方向。 經由本研究發現，在量化問卷部分：（一）不同評估來源方面：員工認為透過不同評估來源者所提供之評估訊息，確實能提高信任感、改善彼此關係及提昇工作效率。（二）360度回饋模式實施之可行性方面：高達66.4%的受訪者支持在臺北市政府實施該模式；選擇由誰擔任評估者較適合，則以其它（視業務相關的利害關係人而定或核稿的其他長官）、自己及外部顧客（民眾）居多；以及不同評估者所提供的回饋訊息應有不同權重之限制。在質化問卷部分：八位受訪者中有五位（占63%）認為該模式在公部門應屬可行，能補充現行由上而下考核制度之不足，並針對可能遭遇的阻礙及每一類別評估者的考評分數應否有一定權重限制等，提出諸多寶貴建議。 最後，根據以上的研究發現，筆者提出對政策、組織及實務操作等三種層面的建議，在臺北市政府推動行政變革作為改進組織績效時，不妨擷取360度全方位回饋模式之精髓，並參考國外政府及企業界實行該模式之成功經驗，設計一套可補充或替換目前績效評估方式不足的評估方法。 關鍵詞：人力資源管理、績效管理、績效評估、傳統績效評估方式、360度回饋模式 / Facing the pressure of diversity, nationalization and global competition, enterprises have been adopting new performance management systems to create the win-win situation between employees and organizations. For public sector, the resources are relatively limited, and the demand of citizens is gradually growing. In order to improve the performance management and minimize the gap of customer dissatisfaction, government should collect the over-all feedback message, translate public opinions into policy context, encourage innovative human resource management. Therefore, it’s necessary to implement multi-source assessment in public sector. This study is aimed at exploring the feasibility of 360° feedback model in Taipei City Government (TCG) from the employees’ perspectives, and offering the suggestion about how to implemented this model in TCG in the future. The research methods in this study include: literature review, questionnaire survey and interview method. This study consists of 5 chapters. In Chapter 1, the motives and objectives of the study are mentioned, and the definitions of relative concepts are clarified. In Chapter 2, the relative literatures are reviewed and the factors that will influence the implementation of 360°feedback model are abstracted from domestic and foreign studies, in order to construct the quantitative and qualitative questionnaires in Chapter3 . Chapter 4 is about the positive analysis on “different evaluation sources” and “the feasibility of implementing 360°feedback model” from employee’s perspective. Based on the research findings, some suggestions and recommendations of practice and further research are offered in Chapter 5. The research findings include two parts. First, in the part of quantitative questionnaire, some conclusions have inducted: 1) about different rater sources: employees do believe that multi-source evaluation indeed could increase trust, improve relationship, and enhance efficiency. 2) about the feasibility of 360° feedback model: (A)Over 66.4% responders agree to implement 360° feedback model in TCG; (B) Majority of responders would choice the item “others” (stakeholders related with business or other superiors charged with official papers), “myself” and external customers (citizens) as the proper evaluators; (C) The feedback messages from different evaluators should be given certain limitation in weight. Second, in the part of qualitative interview, 5 of 8 (63%) interviewees thought 360°feedback model is feasible in public sector, and can compensate the shortcomings of current top-down performance system. They also offered many precious opinions and suggestions in themes such as: how to overcome the possible obstacles, and if we should limit the weights of scores from different evaluators. Ultimately, according to the research findings above, this study presents many helpful suggestions from the aspects of policy, organization and practice. If the officials of TCG would like improve the performance through administrative reform, they can adopt the spirit and essence of 360°feedback model, and learn the successful foreign experiences both from public and private sectors, then develop a performance assessment model that can compensate or even replace the current one. Key words: Human Resource Management, Performance Management, Performance Assessment, Traditional Performance Assessment Model, 360°Feedback Model.

University of Macau / Faculty of Social Sciences and Humanities / Department of Government and Public Administration

本研究欲了解企業內部品牌行銷的四個重要因素：公司品牌管理、品牌導向人力資源管理、員工為基礎品牌權益、品牌公民行為之間的關係。希望以品牌服務人員的角度針對此議題進行研究。本研究以問卷調查的量化方式衡量品牌服務人員對於公司品牌管理、品牌導向人力資源管理、員工為基礎品牌權益、品牌公民行為的認知情形。之後以迴歸方法進行分析，探討上述變數之間的關係。本研究獲得下列結論： 一、本研究確認公司品牌管理對品牌導向人力資源管理有顯著且正面的關係。故公司品牌管理必須採用品牌導向人力資源管理來塑造員工對企業品牌的認知。 二、本研究確認品牌導向人力資源管理對員工為基礎品牌權益有顯著且正面的關係。故當企業採用品牌導向人力資源管理時，可以提昇員工為基礎品牌權益。 三、本研究確認員工為基礎品牌權益對品牌公民行為有顯著且正面的關係。故當員工為基礎品牌權益高時，員工會成為企業品牌的擁護者與守護者，而在替顧客服務時，會主動思考品牌的利益，而無條件的展現對於品牌的正面態度與行為，即展現品牌公民行為。 / This study investigates the relationship between four critical factors of internal brand marketing, including corporate branding, brand-centered HRM, employee-based brand equity, and brand citizen behavior. This study is designed to use quantitative method to understand the cognition of four factors from brand service personnel. Then, regression analysis is used to investigate the relationship between four factors. This study finally draws three conclusions. First, there is a positive relationship between corporate branding and brand-centered HRM. Thus, the corporate should consider to adopt brand-centered HRM to educate employees when it decides to use corporate branding strategy. Second, there is a positive relationship between brand-centered HRM and employee-based brand equity. Thus, the corporate could enhance employee-based brand equity when it adopts brand-centered HRM. Third, there is a positive relationship between employee-based brand equity and brand citizen behavior. Thus, if employee-based brand equity is significant, brand service personnel may act positive brand citizen behavior voluntarily.

創業初期所面對的主要問題就是資源不足的問題，要如何獲取生存與發展所需要的資源是企業的重要課題。首先，企業必須分析內部環境，找出核心資源，並將之發揮在目標事業上，為企業奠定基礎。再者，企業必須分析外部環境，透過各種組織鏈結策略，重新調整與供應商、顧客、甚至是競爭者之間的關係成為策略夥伴關係，選擇並集中核心競爭強項，形成資源互補，提供給客戶一個全面解決方案(Total solution)的服務，以滿足甚至超過顧客預期的需求，使得顧客願意持續購買，企業藉此從環境中獲取關鍵資源並得以持續發展。 本研究透過個案分析發現，組織在成為「全面解決方案提供者(TSP)」的角色過程中，因為市場力量及組織力量的融合過程的不同，我們分析出其發展軌跡可以歸類成為五大類，即「水平整合型的TSP」、「垂直整合型的TSP」、「先水平後垂直整合型的TSP」、「先垂直後水平整合型的TSP」以及「垂直及水平整合並進型的TSP」。這五大類型的發展軌跡基本上描述了組織發展的過程，讓我們更清楚的知道組織成長過程中因為環境因素以及組織因素所造就成的組織面貌。 「TSP成長曲線 (TSP Growth Curve)」的形成過程，是在個案成長過程分析及探討後發現，組織要追求持續成長，單靠本身的資源是受限的，組織必須去整合內外部的資源，包括重新建構核心資源、組織並管理外部資源網絡，透過各樣的鏈結策略使得組織獲取成長所需要的關鍵資源，透過策略再思考重新組織企業架構，建構一個學習性組織平台，鼓勵在這個平台上的每一個人去創新思考，讓組織成員得以在非傳統性架構下去思考，在非秩序中去創新，讓大家願意去共創組織的價值。 研究發現，組織獲取資源並成為TSP的四個步驟為：1.建構組織核心資源與能力2.從環境中獲取關鍵資源3.價值創新成為TSP角色使顧客滿足4.降低對環境依賴，繼續提升高一層次的成長循環。這樣良性的循環讓組織累積更多資源而逐漸壯大，擺脫了創業初期資源不足的困境，組織在壯大的同時因為建立了更多的資源而逐漸降低對於原有環境中的資源依賴，並與環境中資源提供者的關係從依賴變成互賴，此時組織已經提昇到了另一層次的成長循環。這樣的成長循環使得組織得以在不同的環境中獲取不同的資源繼續成長，讓企業一直維持企業生命週期中的成長階段，因而可能避免或延遲了衰退階段的發生。 本研究的特色是從資源依賴的角度出發，探討組織如何透過從環境中獲取成長所需的關鍵資源，並探討組織藉由成為全面解決方案提供者的角色來獲取顧客價值創新，此時組織價值亦跟隨提升。 大部分的企業皆無法規避「出生、成長、成熟、飽和、衰退」的命運，就如同生命會歷經「出生、幼年、青年、壯年、老年」的歷程一般，或許企業無法避免衰退或消失的命運，但是找出「延年益壽」方法來維持壯年期是一個可行的策略。「TSP成長曲線圖」以「TSP成長循環圖」即可以說明企業從「創業成功」到「維持成長」的策略歷程，可以作為企業經營發展的參考。 / The major problem in the early stage of entrepreneurship is the shortage of resources, so it is industries’ crucial mission to acquire the resources to sustain and develop its growth. First, industries must analyze its internal environment to identify the core sources and apply them into the target business, to lay the foundation for companies. Second, industries must conduct external analysis with organizations linkage mechanism to re-address the connection among suppliers, customers and even competitors, so that they can become the strategic partners, formulate complimentary resources, concentrate on their own core advantages in the competition. In this way, they can offer customers the service of Total Solution, to meet, even exceed customers’ expectation. Hence, this could sustain customers’ continuous purchase, and industries can keep developing its business by grabbing the crucial resources in the environment. This research discovered that, due to the different merging processes between market powers and organizations power, there are five categorized patterns when organizations become Total Solution Provides (TSP): horizontal integration TSP, vertical integration TSP, horizontal-to-vertical integration TSP, vertical-to-horizontal integration TSP and simultaneously vertical and horizontal integration TSP. These five patterns basically outline the process of organization development and bring us more diverse pictures caused by different environmental and organizational causes. After studying cases and formulating of the TSP Growth Curve, this research found out that it is limited to for organizations to pursue the growth by its own resources. Industries must integrate internal and external resources, re-construct the core resources, manage the external resource network, acquire all the necessary resources for further growth through linkage mechanism, rethink the structure of the business, establish the learning platform to encourage its member to jointly create the value for the organizations, contemplate beyond the boundary of tradition and innovate without order. There are four steps for the organizations to acquire resources and formulate the TSP Growth Curve: 1. Constructing the core resources and capability of the organizations; 2.Acquireing the core resources from the environment; 3.Becoming TSP with value innovation and satisfy the customers; 4.Lowering the dependence on the environment and upgrading the Growth circle. Organizations can grow stronger, accumulate more resources with this benign circle and leave the dilemma of insufficient resources. In this way, organizations can receive more resources than ever; it can also turn the relationship between organizations and supplier from unilateral dependence to mutual dependence and TSP Growth circle will also be upgraded while they are growing bigger. This growth circle can continuously sustain its development by collecting different resources in different environments. Hence, the stage of growth will be prolonged, and the stage of recession will be avoided of delayed. Based on the Resources dependence theory, this research has discussed how organizations obtain the crucial resources from the environment to generate growth, and also analyzed that when organizations obtain customers’ value innovation by playing TSP, organizations’ value will also raise consecutively. Most industries can not avoid the linear destiny of establishment, growth, maturity, saturation and recession as well as human’s life stage of birth, child, youth, adult and aging. Industries may not genuinely ward off the consequence of decline or disappearance, but it’s still workable to figure out a strategy to prolong the period of maturity. TSP Growth Curve and TSP Growth Circle can well explain the industries’ process from the stage of “entrepreneurship” to “the maintenance of growth”, and also offer the positive example for business operation.