Now, companies all around the world are facing growing and fierce business competition. In order to save costs and raise revenues, companies adopt more flexible and temporary strategy to hire employees, which called ¡§atypical employment¡¨. This research applied the methodology of ¡§narrative inquiry¡¨ to discuss my experience as atypical worker. As both a story-teller and a student, I want to write down what I had experienced, what I had observed and what I had been inspired. Hope what I learned could bring something new and different to the industry and the academic circle. Before entering NSYSU, I had worked at Acer Incorporated as a business assistant for two years and it was also my first job. At that time, the concept of dispatched worker was not well-known and I took the job ignorantly. In Acer, I had been through two different positions and it allowed me to have varied views and know better about atypical employment in Acer. Through pondering my past experience and writing my thesis, here are my research goals and findings. First, reexamine what I had learned and discovered as an atypical worker, employ ¡§narrative inquiry¡¨ to record the story and try to gain some valuable introspection. Second, provide companies and dispatched agencies which were interested in ¡§atypical employment¡¨ with details, obstacles and problems that might happened in atypical employment. Last but not least, as an exploratory study, supply first-hand materials for the academic circle to discover more useful and worthy phenomenon or information to peruse.

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¡@In recent years, the industry environment has been affected by the globalization and the dramatic changes of industrial competition, thus the enterprises, considering cost, flexibility and speed, show a yearly rising employment rate of foreign workers in Taiwan and some of them even reach the top limit. In addition, they gradually stop employing full-time or long-term workers, but start to employ the outsourced and dispatched personnel. As a result, the traditional employment relationships are confronted with challenges. According to the survey issued by CHEER magazine in April, 2004, more than 12% enterprises possess 10~20% contract-based employees of their total staff, and in the future more than 35% enterprise will continue to enlarge the scale of contract-based employees. Hence, the long-term official employment relationship is no longer the only choice, the enterprises tend to use multiple and flexible employment modes. ¡@¡@From 2008 to now, after experienced the financial crisis, have the enterprises added the application of flexible manpower employment strategies, or examined and adjusted their current flexible employment strategies? Therefore, the study further explores the current situation of enterprises¡¦ application of flexible employment strategies. ¡@¡@This study hopes to utilize the interview to collect the enterprises¡¦ current situation of flexible manpower employment, application reasons and effectiveness, as well as the relevant management regulations and practical operations derived from the application of flexible manpower employment in the enterprises, so as to explore the influences of flexible manpower employment strategies on the enterprises. Finally, it can be served as references for the enterprises of different fields to utilize the flexible manpower employment and the government to draft relative policies and labor laws in the future. ¡@¡@From the interview data, the flexible manpower mainly takes charge of the peripheral work like administrative support and elementary manufacturing or service works. However, it is extraordinary that the enterprises related to credit cards of financial service sector often employ the dispatched manpower, or assign the core business to the atypical employees. ¡@¡@As for the reasons for applying flexible employment, taking cost into consideration, serving as bridge to employ the regular workers are the primary. The benefits of flexible employment strategies are mainly shown in the cost reduction in welfare, training and recruiting and the flexibility of personnel application. During the financial crisis of 2008 when the case company conducted the organizational adjustment and downsizing, it primarily controlled and downsized the dispatched manpower by means of non-renewal of contracts upon labor termination or early termination of contract. However, it didn¡¦t downsize all the dispatched personnel but reserved the excellent ones. In addition, the regular workers without an outstanding performance were also handled. Moreover, the issues faced by dispatching companies such as high labor turnover rate, hard to recruit, low personnel quality, and unable to recruit the excellent personnel are also the important subjects to be faced and solved for the enterprises.

Abstract After public enterprises transform into privately owned enterprises, human resource strategy, especially the atypical employment will be the key point if they want to enhance organizational performance, when facing the open market competition. The Chung-Hwa Post Co., LTD. has officially been transformed its organization from governmental into a private enterprise effectively since January 1, 2003. The management is facing great challenge of better utilizing their existing human resources in order to fight against the competition in the market. This research is intended to explore the relationship among human resource strategies, atypical employment and the organizational performance by using qualitative research method, sampling and intensively interviewing other six private enterprises and three national organizations based on the similar topics as in the co-related business items of postal delivery, banking and life insurance in the Chung-Hwa Post Co., LTD. The finding of this research is that most of the private enterprises are focused on the core competency, and they integrate the human resource management strategies and the business management strategies, they put more effort on purchasing the outside existing manpower instead of hiring new manpower. The main reason of utilizing the atypical employment is based on the cost effectiveness, legal restrictions and the flexible management of human resources, and the enterprises are using more outsourcing and leasing types of the atypical employment, they also use part time workers to test that the workers are qualified as permanent staff after probation. Most interviewed enterprises are reluctant to use the contractors due to the legal restrictions. Meanwhile, the enterprises use the outsourcing manpower for the purpose of transforming into professional enterprises. The quality of atypical employment has the specific correlations with organizational performance, for instance, the enhancement of the internal core competency. The role of the atypical employment is more used as the complements of the manpower. Nevertheless, when the enterprise is more computerized, the core jobs and the non-core jobs will gradually adjusted each other. The atypical workers will play the role as the substitutes of the existing workers. Another finding of the research is that the private enterprise is more willing to build up commissioned relations with higher ranking or professional people, they also intend to build up the partner relationship with the independent professionals to prevent them to be raided by other enterprises. Nation-owned business entities take the privately owned business enterprises as the benchmark of the performance of labor force; they can also evaluate and justify the reasonable utilization of manpower. Keyword: Entrusted, Privatization, Organizational performance, Atypical employment, Human resource strategy

Atkinson proposed a concept of ¡§flexible firm¡¨ in 1984, and distinguished workers into three parts: core workers, peripheral workers and external workers. In 1997, Handy considered that organization would be composed of core work team, temporary employees, and flexible workers in the future. Therefore, Work in the organization would be divided into two parts: core work and non-core work. Core workers are responsible for core work, and non-core work are outsourced or distributed to other contractors. Then, atypical employment rises and develops. The use of this kind of employment will become a trend, and companies can save money this way. The purposes of this thesis are: (1) to understand the situation of atypical employment in the Bureau of National Health Insurance (the NHI); (2) to find out the reasons of unionization for temporary workers in the NHI; (3) to understand the restraints on unionization of atypical employees; (4) to provide suggestion to government and government-run companies. According to the results of interviews and analysis, the reason that the NHI continues to employ temporary employees is to stabilize business. The NHI can continue to employ temporary employees since these temporary employees are not included into Labor Standards Law. Three reasons that temporary employees of the NHI can unionize are: (1) work time and worksites of temporary employees of the NHI are fixed; (2) insurance industries are covered by Labor Standards Law, and temporary employees of the NHI are included into Labor Standards Law; (3) organizational system of the NHI is a government-run financial and insurance organization, so it is not limited by the fourth clause of Labor Union Law.

The Study of Atypical Employment¡¦s Job Satisfaction ¡XThe Case of Contracted Workers Abstract ¡§Atypical employment¡¨ has grown in popularity in Taiwan over the last few years as employers strive to meet short-term workforce demands while maintaining flexibility, and minimizing costs. However, contracted workers still earn lower wages than formal employees, and because they are considered to be the ¡§disposable workforce,¡¨ employers tend to pay little attention to contracted workers¡¦ job satisfaction. The results of this study were as follows: in spite of low wages, contracted workers¡¦ job satisfaction was still above minimum levels. Older, lower educated, and voluntary contracted workers showed higher satisfaction levels than other contracted workers. Also, role behaviors were significantly predicted by job satisfaction. When satisfaction was higher, contracted workers demonstrated better in-role extra-role behavior. Last, financial compensation did not significantly influence job satisfaction. Recommendations of this study include increasing contracted workers¡¦ job satisfaction and motivation by treating them more like formal employees, providing a comfortable and safe working environment, and offering opportunities to become permanent organization members. Key Words¡GAtypical Employment, Contracted Workers, Job Satisfaction, Role Behavior.

Background and Problem definition: Atypical employment is something that has becomeincreasingly common in recent decades, these are defined as positions where no relationship is of thetraditional type in which the employee has a long term relationship with the employer and where hecarries out his work at the premises of the employer. These atypical employments can take variousforms, it can be fixed term contracts, project work or jobs in employment agencies and so on. Thestaffing sector in Sweden has grown rapidly since the 90s, and since international research shows thatthe three-way relationship arising from the use of staffing agencies may lead to challenges in differentparts of HRM, we have chosen to study this topic. Aim: The purpose of this paper is to describe and understand how HRM is handled in atypicalemployment relationships.Method: The epistemological starting point for this work is hermeneutics, as a result of this theresearch approach is qualitative and inspired by abduction. The authors have chosen to carry out thework as a case study of three primary cases, each one consisting of an employment agency, a clientorganization and an employee. The analysis is based on the hermeneutics principles of interpretationand concentration of meaning. Results: What emerged as central to how HRM is handled are the interdependencies that existbetween the business environment and the strategies of the firm, how they affect different parts ofHRM and how participation and liminality have an impact on the three-way relationship.Keywords: HRM, atypical employment, staffing agencies, three-way relationship and strategy. / Bakgrund och Problematisering: Atypiska anställningsförhållanden är något som har blivit meroch mer vanligt förekommande de senaste decennierna, dessa definieras som anställningar där interelationen är av den traditionella typen där den anställde har en långsiktig relation med arbetsgivarenoch där denne utför sitt arbete på plats hos arbetsgivaren. Dessa atypiska anställningsförhållanden kanta sig olika uttryck, det kan vara olika visstidsanställningar, arbete i projektform eller anställningar ibemanningsföretag och så vidare. Bemanningsbranschen i Sverige har vuxit i snabb takt sedan 90-talet, och då internationell forskning visar på att det trepartsförhållande som uppstår vid användandetav bemanningsföretag kan leda till utmaningar när det gäller olika delar av HRM har vi valt dettaämne att studera. Syfte: Syftet med detta arbete är att beskriva och förstå hur HRM hanteras i atypiskaanställningsförhållanden.Metod: Den epistemologiska utgångspunkten för detta arbete är hermeneutiken, som en följd avdetta är forskningsansatsen kvalitativ och inspirerad av abduktion. Författarna har valt att genomföraarbetet som en fallstudie bestående av tre primärfall som var och ett består av ett bemanningsföretag,en kundorganisation och en anställd. Analysen bygger på hermeneutikens tolkningsprinciper ochmeningskoncentrering. Resultat: Det som framkommit som centralt för hur HRM hanteras är de ömsesidigaberoendeförhållanden som föreligger mellan företagens förutsättningar och strategier, hur dessapåverkar olika delar av HRM och hur delaktighet och liminalitet har inverkan på trepartsförhållandet.Sökord: HRM, atypiska anställningsförhållanden, bemanningsföretag, trepartsförhållande och strategi.

Professional workers are the core value contributors to an enterprise in today¡¦s highly competitive environment of knowledge economy. Under the pressure of global competition, employment flexibility is an unavoidable trend. Contract workers with professional background have been growing rapidly in recent years, and it has been regarded as a competitive strategy to integrate corporate resources to enhance business performance. While more and more enterprises are adopting flexibility strategies as well as utilizing different types of contingent employment to replace traditional long-term employment, the other existing employees not only have to face the changes of employment relationships, but also have to get used to cope with lots of contract-based professionals working in the organization. The purpose of this research is to understand different cognition, attitude and behaviors from the professionals under different employment relationships, as well as the way they interact, while the organization is adopting the human resource strategy of numerical flexibility. The information was collected and analyzed based on qualitative research method and used the professional workers as sampling, including one regular employee and one contractor for every comparative pair. There are total twenty-four professionals from four leading global high-tech companies were interviewed. The result shows that both the regular and contract-based professionals recognized the employment flexibility strategy negatively, and believed that it¡¦s mainly for reducing employment cost only, which might reflected the short-term benefit, but would cause the negative impact on the organization¡¦s performance in the long run. The implementations of differentiated treatments to different employment models caused disagreement from the workers who had expected their employers to provide a fair working environment, sufficient human capital investment and stable career development in the organization. The findings are, a respecting and open-minded organizational culture, a fair workplace, proper contingent employment proportion, and supportive management are the key factors to facilitate the positive interaction among professionals under different employment relationships. Moreover, professional workers have higher motivation and take into account the importance of personal performance, therefore, regular employee will invest personal resources to solve problems from interacting with contract professionals in order to achieve tasks. Meanwhile, the contract professionals are affected by occupational commitment as well as their intention to extend employment contract in the future. Employment status does not influence their performance, however, reduction of unfair treatments regarding human resource practices will motivate their willingness on organizational citizenship behavior and performance improvement.

In the recent years, ¡§Atypical Employment¡¨ has been accepted by most of the enterprises. The enterprises of the software service industry use atypical employment originally from the design theory of Shamrock Organization to seek the professional technical manpower. This research is to find out the determinants of hiring contracted workers or dispatched workers based on the atypical employee. The results are as follows: I. The organizational background: 1. The larger the scale of organization is, the better the possibility of hiring the dispatched workers of the atypical employment is. 2. The software industry is more likely to hire the contracted workers of the atypical employment than other service industries are. II. The determinants of the enterprises hiring the atypical employment: 1. The higher the enterprises pay the salary packages, the better the possibility of the use of dispatched workers is. 2. The higher the employee training costs, the better the possibility of the use of the contracted workers is. 3. The higher the job needs the degree of professional skill, the better the possibility of the use contracted workers is. 4. The higher the job needs the special techniques, the better the possibility of the use of the dispatched workers is. 5. The more the enterprises have products in diversity, the better the possibility of the use of the dispatched workers is. 6. The more the flexibility of the job arrangement is, the better the possibility of the use contracted worker is. III. The changeable factors of manpower demand: 1. The higher the degree of the demand of manpower change is, the better the possibility of hiring dispatched workers.

The determinants of the use of atypical employment and the effectiveness Abstract Atypical employment has been popular all over the world. Although there are plenty of articles about the current situation of the use of atypical employment, we still lack the studies about what determines of the use , how atypical employment influences labor costs, and what determines its future growth. Due to my interests upon the issues above, I made some analysis and got some conclusions: I. The determinants of the use of atypical employment 1. Contingent workers usually don¡¦t do nuclear work 2. Companies usually don¡¦t use atypical employment on professional jobs. 3. Companies usually use atypical employment when workload increases temporarily. 4. Temporary work is usually clerical and industrial. 5. Organizational size has positive effect upon atypical employment. 6. Labor collective contracts have positive effect upon atypical employment. 7. Companies in business-service industry use more atypical employment. 8. Benefit level has positive effect upon atypical employment. II. The determinants of cost saving after using atypical employment 1. The lower level of wage and benefits of contingent workers is the main reason to explain why cost saving happens after using atypical employment. 2. The use of professional temporary work has negative effect on cost saving after using atypical employment. 3. Low-skilled temporary work help firms to save labor costs. 4. Atypical employment causes higher mobility among regular workers and it has negative effect on cost saving. 5. Organizational size has positive effect upon cost saving after companies use atypical employment. 6. It is easier for companies of business-service and manufacturing industry to save labor costs after using atypical employment. III. The determinants of the future growth of atypical employment 1. Atypical employment growth is due to the need to get more employment flexibility and cost control. 2. Professional temporary work will grow significantly in the future. 3. Bad influences of atypical employment have positive effect on its future growth. 4. Collective labor contracts have positive effect on the future growth of atypical employment. 5. Both Taiwanese and foreign companies will increase atypical employment significantly in three years. 6. Organizational size has positive effect on the growth of atypical employment.