In order to face the dramatic changes of global economy and survive under highly competitive environment, a lot of companies put efforts to decrease production costs and improve customer service in recent years. Many organizations, which will concentrate on their core business and outsource the others, are trying to create simple and flexible organization structure to lower costs and improve working efficiency. Those show that outsourcing, which more and more organizations pay attention to, has become an important issue in these years. Based on current human resource function classification both in Taiwan and other countries, we would like to explore and discuss those HR functions which companies in Taiwan tend to outsource now. We have surveyed 219 companies in Taiwan that included 119 companies which outsourced some HR functions and 100 companies which did not outsource HR functions. The analytical methods, descriptive analyses and Chi-square test, were adopted in this study to help us understand which HR functions those companies choose to outsource. Moreover, we will also discuss what factors they have concerned during the outsourcing decision making, the relationship among company size, industrial field, year of establishment, and HR outsourcing functions, the difficulty they met while HR function outsourcing, outsourcers selection, and the reasons why those companies choose not to outsource HR functions in this study. The result indicates that most companies tend to outsource their HR functions of recruitment and training. The reasons to outsource those HR functions are mainly on cost-effective concerns and organizational core competence development as well. Besides, no significant result shows on the relationship among company size, year of establishment, industrial field and HR outsourcing functions. The main difficulties which those companies meet are that there are not enough qualified outsourcers to choose and they can not keep a good relationship with those outsourcers. While considering the qualified outsourcers, their experience and performance in the past are the major concern which implies that the transaction cost is the important issue for those companies. The dissatisfied outsourcers¡¦ service and the internal important information protection in the company are the main concerns for those who did not outsource their HR functions.

In this dissertation, we focus on what the core competencies the manager should have before they take the international assignment and what kind of assessment process and development path they should go through to become a international manager. We interviewed several current international managers in the DaimlerChrysler Group and get their input and also interviewed the HR in the head office to get the clear pictures of the international manager developing program.

Recently, due to globalization and Taiwan¡¦s participation in WTO, more and more Taiwan companies have established branches across the world to seize the trend. However, in order to compete with multinational companies in the global coverage, how to recruit enough staff, manage and place employees to fit strategy of team and organization¡¦s goal across the world is the key assignment of human resource department among multi-national companies. Analysis the procedure of case company to apply changed by 1. Detail research on the existed papers and cases of implantation of competency system with human resource system combined with analysis them erasures of case company to apply the implantation of competency system, such as customize the impanation model, apply implantation of competency system into recruit system , and the actual ways and steps to fit implantation of competency into company. Hope this paper would provide reference of companies basing on implantation of competency to set up their human resource structure. 2.When Taiwan companies entering global market, it is important to understand the effect of case company to export recruit system basing on implantation competency system. This part not only evaluates the performance of implantation of competency system by comparing each key employee in parent company and their counterparts in branch, but also provide experience for other similar companies. New findings have been concluded in this research as follows: The key element for human resource system applies implantation of competency model successfully within company is the support of high level managers. Meanwhile, a well established recruit procedure based on implantation of competency system did help the case company to save cost, which includes decreasing recruit cost, decreasing the turn over rate of new staff, and raising the percentage of hired staff reporting to the case company. However, there are still problems ahead for the case company to apply the implantation of competency system: 1. So far, Taiwan is the only model established for the implantation of competency system. 2. The time of implantation of competency system is short. The effective of implantation of competency system could not be proved due to the fact that the system did not fit in performance system of the case company. 3. So far only computer system is finished, it is a long way to go to base on implantation of competency system to interviews. However, with the continuity of establishment of implantation of competency system within case company and the extensive application of such system in other industries via the experience of the case company, we believe that this topic worth further academic research to help Taiwanese companies to smooth the process of marching global market.

¡§People¡¨ is the key to a company¡¦s success, as all processes from R&D, sales to services were handled by people. Therefore, quality of a team determines whether a company will be successful or not, and this is exactly why companies starting to pay increasing attention to ¡§core competency¡¨. Technology, products and services can easily be duplicated, but employees are the only, and most important, assets in a company that can not be replaced. Excellence employees will lead to the competitiveness and profitability of a company and are the foundation of successful companies. It is an imperative for modern companies to cultivate employees¡¦ ¡§core competency¡¨ so that companies can reasonably leverage, motivate and accumulate top quality human assets in order to reach maximum productivity and support the actualization of operation strategy. This study aims at using case study of a software development company of high tech industry to understand the construction of the core competency model and its process. Through literature review, focus groups and executive interviews, the study comes up with the core competency of all employees and the managerial core competency of managers. The study hopes to be able to help other industries to introduce their core competency so as to increase the overall organizational efficiency. Core competency means the knowledge, skills, behaviors and traits that employees need in order for a company to actualize its operation strategy. Therefore, the mid- to long-term business strategy is the base of the development of core competency. The 5 core competencies in the study were developed based on the following factors: company mission and vision, 3 year strategies and goals, unique competitive advantages, key successful factors and the benchmarking of other model companies. Each core competency must have very clear definition and description of its corresponding behaviors of the contribution and impact for various levels of employees. The definition and behaviors descriptions serve as the base for the company¡¦s core competency evaluation and also set the future direction for the company. This study results showed that the company, after introducing core competency system, was able to understand precisely the core competency gap between its individual manager and the team average. The study also demonstrated the fact that the individual manager¡¦s core competency improved visibly in a year through training on the targeted core competencies. This study validated that the organizational efficiency can be increased by the constructing of core competency system and the implementation of the performance management system.

Taiwan¡¦s PCB industry has established a complete industry cluster in Taoyuan, we are famous for the flexible delivery, outstanding quality and competitive price, it leads Taiwan to become the third largest PCB production country in the world. Nevertheless, even PCB industry has essential position in worldwide IT industry, high market concentration ratio, high product homogeneity and powerful bargaining power of buyers have weaken the profitability and forced many leading companies exited the market, such as Shea May, Unicap, Printed Wire 2003 and Unic in 2004, however, under such competitive environment, there are few companies steadily grow up and holding high performance in this battlefield. The purpose of this study is to present the competitive strategies of three high performance PCB companies ¡VGlobal Brands Manufacturer Ltd(CMK-GBM), Dynamic Electronics Co. Ltd.(Dynamic) and Taiwan PCB Techvest Co. Ltd.(TPT) along with associated literature documentations, also, through the case study and on-site interviews, we may have better understanding of the core competencies and competitive edge inside these high performance companies. The result of this study presents that different competitive strategies have been selected by CMK-GBM, Dynamic and TPT but all of them emphasize on marketing ability and production efficiency these two core competencies. Furthermore, their competitive advantages are driven from their competitive strategies and core competencies. Based on the study, isolated one-man business managing style is outdated. Instead, for the purpose of achieving the maximum synergy, enterprises must plan and choose punctiliously with their cooperating vendors or integrate with other companies of similar business conduction. For instance, CMK-GBM chooses to cooperate with the world¡¦s biggest PCB company Japan CMK in order to shorten the time and effort in the fields of technology and customer development. Dynamic applies the tactics of vertical integration to crisscross the investment to the raw materials vendor so they are able to acquire the raw materials steadily and competitively. TPT selects the strategy of horizontal integration and cooperation with single production process PCB vendors so they are able to provide a prompt delivery data and a competitive pricing. Furthermore, helping them to position as the 2nd biggest PCB supplier of TFT-LCD PCB market. In viewing of this comprehensive study, besides the excellent choices of the suitable strategically alliances, all these three PCB companies also have outstanding and loyal manpower resource, high quality product, and superior production capability. Therefore, they are able to break through difficult dilemmas and to grow continuously in such an intensively competitive industry.

In overseas, Emotional Intelligence (EI) is a very important topic in Human Resource Management. It is important as EI is the major factor in a person¡¦s thoughts, motive, willingness and actions. EI is a key factor for a person¡¦s achievement. If an organization is lacked of the capability in EI management, the organization will reduce its internal relation, hence reduced in its efficiency. In the globalization environment, to prolong the advantages and compete in the market, globalize human resource management strategy based on the competency being created. As thus, Competency Models application makes all activities inside the organization more efficient. The employee could be placed on the appropriate task, creating the best human resource in the organization. The purpose of the human resource management activities, are to suit the organization performance goals and market competing strategies. If the job competency management technique could be enhanced, not only it could help to strengthen the organization human resource capital, increase the human resource capability to meet the organization mission and performance goals. This thesis is to study on the relationships between the Emotional Intelligence, Competency and Human Resources Management Activities, with the Company P as case study. Using questionnaire directed to the P Company staffs registered in the Competency Database. The Chinese Questionnaires are translated from the literatures and the interviewing of the company management staffs, using the Attitude Index of the Core Competency and leadership Competency in the Competency Dictionary. In the study, a total of 427 questionnaire papers been released, with the 195 papers of them received. Effective Collection Rate is 45.67%. After the Factor Analysis, Reliability Analysis, Correlation Analysis and Multiple Regression Analysis, following are the important findings from the study. 1. Distinct Emotion has a positive effect to the core competency and leadership competency. 2. Emotional recovery capability and core competency has negative effect. 3. Core competency and leadership competency are having positive correlation to the Human Resource Management activities in Recruitment, Succession Planning, Performance Management, Training & Development and Competency Models achievement. 4. Leadership Competency is having a positive correlation to the Human Resource Management activities achievement. 5. Competency could be a bridge for the Emotional Intelligence and Human Resource Management activities. Competency has mediating effect between the Emotional Intelligence and Human Resource Management activities.

Large 3C distributers showed in Taiwan in 1992s. Since more and more large 3C distributers set stores across Taiwan, their economies of scale lead the whole 3C-channel market become ¡§the big is always the big and the small.¡¨ Many companies that do not have competencies have gone out the market. However, in this market, many outstanding small-middle 3C distributors are not affected, and have good performance. This fact reflects that these small-middle 3C distributors have some core competencies that can not be replaced by large 3C distributers. The business models and strategies of these small-middle 3C distributers are the main issues of this study. Considering the consistency and extensiveness of subjects in the 3C industry, this study selected three large 3C distributers as research subjects. Firstly, second-hand data was collected, and interviews with managers of the three distributers were also conducted. Then, five outstanding small and middle distributers were interviewed to compare their business modes and strategies with the three large 3C distributers. Based on these data, it is helpful to understand core competencies and advantages of small and middle distributers. The results show that although large 3C distributers have their main advantages, they do not do well in the development of niche markets, efficient responsiveness of environment changes, and kindly attitude to consumers. If small and middle enterprises can clearly understand their weakness, avid to directly fight with large 3C distributers, expand their potential advantages, and keep close with customers, they also could have living space and will be difficult be replaced.

PC industry is a highly competitive industry. In this fast changing environment, no company can simply rely on basic core competencies to stay-up with the market & competitions. The growth of global demand for PCs has reached a plateau in recent years, and as products are becoming commoditized the differentiation between products are hardly distinguishable. And price war is inevitable. This study investigated how does a global computer company build and manage its dynamic capabilities to stay competitive and make appropriate adjustment to leverage its dynamic capabilities in the new business. The study finds that in order to sustain competitiveness in the market, corporation needs to look inward and institute a process to manage product and service development and business risks. Having good products and customer relationship are just the starting point for a successful business. A continuous learning system can help company to constantly strive for better improvement and in a long run this becomes a strong driving factor to improve operation excellence. It takes persistent and relentless drive for improvement to make a good company to great. When a company is going to start a new business and break an existing model, one of the effective approaches is to form a special task team that is given the full ownership in making sure the project is successful. In addition, senior management team needs to work closely with the project team via regular meetings and to offer help in clearing roadblocks within the organization and allowing team to think out-of-box and propose necessary changes. Without management support and foster, the chance of success for the special task team is minimal. / PC industry is a highly competitive industry. In this fast changing environment, no company can simply rely on basic core competencies to stay-up with the market & competitions. The growth of global demand for PCs has reached a plateau in recent years, and as products are becoming commoditized the differentiation between products are hardly distinguishable. And price war is inevitable. This study investigated how does a global computer company build and manage its dynamic capabilities to stay competitive and make appropriate adjustment to leverage its dynamic capabilities in the new business. The study finds that in order to sustain competitiveness in the market, corporation needs to look inward and institute a process to manage product and service development and business risks. Having good products and customer relationship are just the starting point for a successful business. A continuous learning system can help company to constantly strive for better improvement and in a long run this becomes a strong driving factor to improve operation excellence. It takes persistent and relentless drive for improvement to make a good company to great. When a company is going to start a new business and break an existing model, one of the effective approaches is to form a special task team that is given the full ownership in making sure the project is successful. In addition, senior management team needs to work closely with the project team via regular meetings and to offer help in clearing roadblocks within the organization and allowing team to think out-of-box and propose necessary changes. Without management support and foster, the chance of success for the special task team is minimal.

本研究旨在探討台北關稅局人員核心能力與人力資源發展之研究，運用問卷調查及深入訪談方式兩種方式，研究發現如下： 一、量化問卷方面 透過問卷調查的方式針對台北關稅局人員進行問卷調查，共發出500份問卷，回收419份，扣除廢卷及填答不完整者17份，有效問卷為402份。並運用次數分配、t 檢定、單因子變異數分析、Pearson相關分析及迴歸分析等方法進行統計分析。 1.不同官等、服務年資在核心能力、基層、中階、高階上達顯著差異。不同年齡在核心能力在中階、高階上達顯著差異。不同教育程度在核心能力、基層、中階、高階上達顯著差異。 2. 不同官等在人力資源發展、教育與發展上達顯著差異。不同服務年資在人力資源發展上達顯著差異。不同年齡在人力資源發展及訓練上達顯著差異、不同教育程度在教育與發展上達顯著差異。 3. 人力資源發展各面向與核心能力各面向間有關聯性。 4. 教育與發展與基層、中階、高階之間有顯著的預測力。 二、深入訪談方面： 1. 關員最需具備核心能力以「業務知能」、「溝通協調能力」、「法規知能」居前三位，可見這三種能力對關員而是最需要具備的核心能力。 2. 關員對訓練方式強化的看法：對於安排訓練課程及時間言，關員有 著多元化的認知端視訓練者針對工作業務性質的不同及受訓者的需 求作靈活運用。 3.關務人員在人力資源發展對教育進修看法：多數受訪者對於教育進修持正面的看法。 4. 關務人員在人力資源發展中個人生涯發展之看法：大多數受訪者認為透過工作輪調來歷練關員，幫助關員生涯發展。 5.新進人員培訓課程的加強及建議：對於新進人員培訓方面，應加強何種訓練課程以提昇核心能力，主張加強「專業知能」居多數。 最後根據研究發現，分別就機關政策面、機關人力資源發展、海關核心能力強化上三方面提出建議，提供其他機關參考。 / This thesis examines the Core Competency and Human Resources Development of Taipei Customs Officers by using questionnaires and interviews. The research findings are summarized as follows: Ⅰ.Quantitative Questionnaires Results Out of 500 questionnaires handed out, 419 were returned, of which 17 were invalid or partially answered, resulting in a total of 402 effective surveys. We used frequency distribution, t tests, one-way ANOVA, Pearson correlation analysis, and regressive analysis to conduct statistical analysis. 1.Customs Officers of different job levels and seniorities displayed significant differences in Core Competency at basic level, middle level and high level. The factor of age also demonstrated significant differences in Core Competency at middle level and high level. The education levels also displayed significant differences in Core Competency at basic level, middle level and high level. 2.Customs Officers of different job levels displayed significant differences in Human Resources Development and Education aspects. Different seniorities show significant differences in Human Resources Development. Different age groups demonstrate significant differences in Human Resources Development and Training. Different education levels reveal significant differences in Education and Development. 3.All aspects of Human Resources Development have direct correlation with the aspects of Core Competency. 4.There is a significant predictability between education & development and career levels (basic, middle, and high). II. Interviews 1.Through the interviews, we concluded that the top three qualities of Core competency are business competency, communication competency, and regulation competency. These are apparently the most valuable elements of Core competency in a custom officer. 2.On intensive training: regarding the training schedule and content areas, most officers have understandings and flexibilities of diversification according to the needs of the trainees and their areas of expertise. 3.On Human Resources Development and Education: Most custom officers hold positive attitude towards continuing education of officers as means of human resource development. 4.On career development: most officers agree that regular job rotations are beneficial to the career development of custom officers. 5.On new officer orientation enhancement and recommendation: regarding the training of new officers, the majorities agree that the most important training is to improve business expertise Core competency. Based on the above findings, the author concluded by making recommendations for Taipei Customs based on administrative policies, human resources development, and the improvement of Core competency and thus provides references for other government agencies.

Taiwan is a small island and there are more than 90% of the ex/import trade of the country is dominated by the shipping transportation. The shipping transportation is very important to the existence and development of the country. Taiwan and China being an official member of WTO since from the year 2002, the coastal shipping transportation between Taiwan and China is still very busy and even if more frequent than before. The direct navigation between Taiwan and China ports is still strict prohibited by the Taiwan government. All the ships must be direct sailing for the third port such as Hong Kong, Ishigaki Jima, Busan for only port clearance purpose after sailed from China or Taiwan ports, vice versa. The exact effect of the mini three links between China and Taiwan is quite limited, when the major three links will come true is still unclear under the political issue across the Taiwan Strait so far. Taiwan shipping industry is encountering some challenges or obstacles in the current circumstance regarding how to penetrate or break through the existing barriers to be successfully survived in the market or develop their business connection in China those are either coming from Taiwan government or China administration being installed to the Taiwan shipping forwarders. Shipping industry is including the ship owners¡Bshipping agents¡Bfreight forwarders (NVOCC). This study will explore the result of the Taiwan shipping industry can better utilize the company¡¦s core competence to smooth run the business in Taiwan and develop its connection in mainland China. Will use Hansen Group as an individual case by using the company¡¦s strategy of its several different stream business divisions to ¡§think global, act locally¡¨, standing in Taiwan¡Bgo to China and take the world.