With the steady declining birth rate in Taiwan, and with the increasing proportion of college students in the population, the main sources of staff of convenience stores are reduced by a wide margin. In addition, constant increase in the number of convenience stores in Taiwan. All these factors cause high flowing rate of staff in the convenience stores and manpower shortage in the convenience stores. Even though every convenience store has been put into sizable resources and diligent workers are recruited, the results are not obvious in a short term. So has the traditional hiring type been already unable to accord with the human resource demand in convenience store? Does employee dispatching become operator's new manpower source and option of convenience stores? The employee dispatching has been prevailing in other countries for many years, and the advantages and drawbacks of employee dispatching have been widely studied, both domestically and internationally, via enterprises that use employee dispatching. But could these advantages and drawbacks also appear in every industry when the employee dispatching is used? Could convenience stores use employee dispatching to solve the problems in human resource? This study gets the present human recruit predicament, and understand every leaguer¡¦s cognition of topic to employee dispatching. We use in-depth interview, interviewing the shop managers with outstanding performance, to study that if dispatching industry are suitable for the industry of convenience stores, to provide the reference basis for the dispatching industry proprietors when they consider entering the industry of convenience stores, and also to offer useful relevant information to future studies. Originally discover: 1. It is ubiquitous that the manpower recruited problem of convenience stores, even if the national remarkable shop managers are long and no exception. 2. It belongs to more general impressions to the cognition that employee dispatching to the leaguers of convenience stores, but for dispatched worker's doubt to be higher than (the employee dispatching) its advantage (that) far. 3. Leaguers will have the cognitive much genera of advantage to expect to employee dispatching, but can not cut the true basis. 4. Leaguers have cognitive of employee dispatching shortcoming is it reverse side influence that dispatched worker might bring and to injury that retail operation. 5. Leaguers are that full of more doubt to employee dispatching, but they still have full expect to that it might solve to manpower problem in the retail operation. 6. Employee dispatching is present unsuitably in the convenience store industry.

Due to several reasons, such as the competitive environments which entrepreneurs face, new working values, and ideas of outsourcing, companies must have more flexible HRM strategies to maintain the competitive advantages. In order to seek for more flexibility in employment, employee dispatching has become one of the popular ways for companies to use in America, Japan or European countries and so has it in Taiwan. Employee dispatching can help companies to retain professional employees or special techniques, to deal with seasonal demands, to reduce costs and unnecessary managerial responsibilities, so that they can focus more on unclear business. Although employee dispatching brings more flexibility in employment and reduces costs for companies, it still has some complicated issues needed to deal with. The employment relationship is about "joint employer" or "co-employment". This raises complex legal issues especially when related labor laws are not well developed in Taiwan now. Moreover, the quality, loyalty or the performance of dispatched workers is also the problems which companies have to take care of. It is a trend that employee dispatching will be getting more and more popular in Taiwan. Therefore, it is strongly suggested and would be very necessary to do some more advanced studies on the arrangements, the backgrounds of its development, how it is used now, why it is used, what it is going to be in the future, and the compensation of dispatched workers.

Now days in Taiwan, companies are all facing the great stress of competition from global competitors; therefore, every company is looking for solutions of reducing the cost, every aspects of costs. Employment cost is one of the costs. By using dispatching services or by cooperating with dispatch industries, companies shall save more fixed costs of employment, retirement fee for example. For the basic reason mentioned, dispatch industries have become one of the most popular industries, providing dispatch services which fits corporation¡¦s needs of reducing employment costs. In Taiwan, not so much related article were found discuss about what cross-national factor does effect the services that dispatch industries provide differently, and how they appears. Case study will be adopted in the research. We try to sketch the outline of the local dispatching industry through the method and compare the similarities and dissimilarities between dispatching companies that was from different mother nation that provide the same services in Taiwan. From the research, we could conclude that: 1. Employees from different mother nation¡¦s dispatching companies appears no dissimilarities in the aspects of their average age and background; but they do have dissimilarities on their level of education. 2. Dispatching companies from nations other than Taiwan are all having a delicate training system, benefit plan and performance evaluation system than local dispatching companies.

In recent years because of the multiplex duty border plan & the globalization competition environment competition, developed ¡§the Atypical Employment Relationship¡¨ gradually the manpower dispatch pattern¡CThe globalization increased enterprise's competitive power, in order to be survived under the entire competition, the most enterprises tend to adopt a flexible HRM system to reduce the cost, the production diversification as well as promote the product quality, except will move to the manpower cost inexpensive area, will also use the Non-traditional Employment Relationship in the non-core business execution, will create the biggest superiority. But in domestic, the Executive Yuan economic construction could announce ¡§service industry development guiding principle & the course of action¡¨ in Apr. 2004, the manpower dispatch is included one of 12 prioritize industries, in this plan to the manpower dispatch service entrepreneur hoped could achieve 1000~2000 market capacities, but to dispatched the laborer to hope could achieve 300,000 people ¡CThis plan, attracts the entrepreneur who favors this market sesame seed cake to take place of the fallen invests this industry. Is engaged in the manpower dispatch industry personnel therefore increasing, & provide their profession & customize service to these needs enterprise. Although the manpower dispatch in domestic is already in fashion for many years, at present in domestic is engaged in the dispatch industry personnel also closely 80,000 people(According to the Council of Labor Affairs Executive Yuan in 2003 estimates, but it estimates the scope also to contain includes the service to contract the jobholders),however, a job dem& the manpower dispatch is often decided by these needs enterprise, confronting positions to dispatched worker, therefor these staff in Employee Dispatching Industry will blend with each othere. The goal of the thesis is to provide a dispatching industry study and analysis of: 1) The job characteristic of the employee dispatching industry. 2) The relations between the job characteristic of the employee dispatching industry and turnover. 3) The effect of the job characteristic and job satisfaction on distpatching industry turnover, and 4) The effect of the job characteristic and job burnout on distpacthing industry turnover. During this study, there are 400copies of the questionnaire were sent out to those staff in employee dispatching industry, 102 were returned. The return rate was 25.5%. From this research, we can conclude that: 1.These staff in Employee Dispatching Industry mostly are university degree, female, single & within 3 years experience in this industry. We think that because female characteristics compare job characteristics. 2.The job characteristics category, resigning intention can be restrained by increasing working autonomy . Skill variety has outst&ingly direct effect on turnover. 3.The job characteristics category, internal satisfaction can be improved by increasing skill variety, task significance & working feedback, but external satisfaction can by improved by increasing working autonomy. 4.Job burnout has mediating effect between the job characteristics & turnover.

In order to survive in the intense competition environment, every company tries to find the way to strengthen its core competences efficiently and to gain more competitive advantages. Therefore, more and more companies start to outsource their non-core value activities in order to focus their limited resources on constructing and developing their core competences. However, when adopting outsourcing policies¡]including function outsourcing and job outsourcing¡^, companies need to review every characteristics of their jobs and sort them by organization targets or goals. Thus, they will figure out those ¡§non-core jobs¡¨, and seek the way to differentiate their own employment strategies between core and non-core jobs. Due to the idea of outsourcing, another employment type is triggered¡Xnamely employee dispatching. However, it is important to know what causes companies adopting employee dispatching. Is it the same reason as outsourcing, namely to strengthen core competences? Or is it just to minimize the operating costs? Or to avoid the legal liabilities which every company should follow. In this study, we interview the HR managers that have the authority to make the decisions in the four high-tech. companies. The aims of this research are as follows; to find out how those companies make the dispatching decisions, what the real causes are, how to choose contractors, and how to evaluate the effects of adopting employee dispatching. By consolidating and analyzing those research data, we hope that this study can shed some light on this area, provide decision making suggestions, and new research perspectives of employment shift in this study. Meanwhile, these findings can be of use for further research in this area in the future. After consolidating the data we gathered, we find: 1.Companies adopt dispatched workers to replace regular employees when considering personnel expense cost down and legal liabilities avoidance. 2.From the practicing of implementing dispatched workers, those four companies learned how to set the scope of non-core jobs for outsourcing further more. 3.The following three key factors: Specialty, Finance, and Service, can be used to help those who want to use employee dispatching to select their partners. 4.Dispatch companies just provide the only function, outsourcing employees, to their corporate customers. They have no ability to provide the other business functions. 5.For long-term planning, those enterprises have moved to China due to globalization expansion of their suppliers and customers to China market. Therefore, they will hire dispatching employees instead to fulfill those non-core jobs in Taiwan.

In the face of internationalization and globalization, companies are adopting flexible and temporary hiring methods in dispatching to save their long-term costs and eventually increase their competitive strength. The method of dispatching has become a major trend in the field of human resource. This research exerts the methodology of case study and focuses on the companies which have adopted dispatching methods in their company or the agencies offering dispatching services. By in-depth interviews, we can understand the practices during dispatching process as well as supplier and customer relationship management. We will also identify the benefits for both parties when they fortify the exchange relationship. The following are our findings: 1.User enterprises can manage the relationship with suppliers and try to retain valuable ones, deepening the value and fortifying the effectiveness between both parties during dispatching process. 2.Dispatched agencies can consolidate the customer relationship by providing customized services and diversified products to user enterprises through customer relationship management. 3.In dispatching process, supplier and customer relationship management plays an important role in reinforcing the relationship between buyers and sellers and also strengthening the exchange relationship.

The Explorative Research About the Employment System and HR Practice of Employee Dispatching Industry in Taiwan ¡XUse The Related Industries in America as a basic of comparison Abstract How to effectively enhance the competitive competency is the most important goal for companies to accomplish in recent years. Traditional human resources management models have failed to work effectively because of the heightened competition. HR systems have experienced radical changes. In the more and more complex environment, the way to conquer the challenges of human resources management is the key point in making up companies¡¦ competency. To avoid the increasing cost of employment getting heavy, the companies tend to adopt a flexible HRM system to reduce the cost. This tendency gives rise to contingent work force. It also raises the interest of this study to discuss the newly controversial issue of the employee dispatching in Taiwan. However, the scholars always mentioned the related U.S. industries of the U.S. when discussing the local dispatching industry. This study will compare the similarities and dissimilarities between the related industries and the local dispatching industry. We wish to provide suggestions to the developing dispatching industry. Case study will be adopted in this research. We try to sketch the outline of the local dispatching industry through this method and compare the similarities and dissimilarities between the three industries. From this research, we can conclude that: 1.The concept of the employee dispatching is still not prevailing. The complete employee dispatching system has not yet been established. However, all the business owners think that the dispatching industry will keep growing. The growth of dispatching industry would solely appear in the quantity of dispatching. The professional employee dispatching isn¡¦t ready yet. 2.In the discussion of causes, the reasons for the rise of the dispatching industry are not really the same as the related industries of U.S. However, The reasons of using dispatching highly dovetail with those of U.S. and the characteristics of the dispatched workers are similar to those of the related industries. 3.In the discussion of the HR practice, we find that the HR function of the dispatching process is still rough. Most jobs of dispatching are at the simple and basic level and lack of challenge. This is one of the reasons why dispatching industry suffers the high turnover rate. Keywords: employee dispatching, dispatched worker, temporary help service industry, employee leasing industry

近年來我國公部門為能創造小而全的政府，積極從事組織再造與行政革新。除原業務需執行外，又增加新業務，為能彌補暫時性工作高峰的人力不足，而使用人力資源彈性政策、大量私法契約人員與派遣人員等臨時人力，以期增加人事運用彈性與降低人事經費支出。我國政府為因應暫時性工作高峰所帶來的人力需求，在運用臨時勞力上已有一段時間，但因現階段法令、政策與相關規範未能符合公部門使用臨時勞動力之需求與人事運用之彈性，以致造成人數眾多之臨時勞動人力之勞動權益未能獲得妥適之對待之情形。 本研究係從人力資源彈性策略理論及公部門契約性人力運用產生與發展之影響談起，探究我國食品公衛機關之私法契約人力及派遣人力運用與管理之情形，再輔以深度訪談之個案分析，藉由實務的觀察與訪談，並以人力資源彈性策略（職能彈性、契約彈性、薪資彈性、績效管理）及相關管理措施（進用、遴選、角色、任務、定位、考核、權利與義務、相關勞動基準法規等）來作歸納分析並獲致結論，最後期能作為該機關未來有效之管理與應用。 本論文結論與建議:在管理面：一、因應突發事件，正式預算編制員額不足，有續採私法契約人力及派遣人力支應之所需；可請增補充人力。二、人力之管理分工不一，盡可能尋找單一窗口。三、目前對臨時人員職位或身分做過多的分類，建議尋找法規鬆綁於薪資、福利、訓練與出國之限制上盡量一致。四、在管理與激勵上，能理解員工個性，盡量平等與民主管理並激發其內在潛力、主動性和創造精神。五、仍要有不適任淘汰機制及避免久任的情況。在法治面：一、建議重新檢討如何打破臨時人員不能行使公權力的困難。二、減少或整合或重新檢討私法契約臨時人員及派遣人力之運用。三、陞遷與遷調制度與權益福利及生涯規劃保障，可向政府建議在未來檢討人事制度時可考量給予鬆綁或容許契約人力到達一定年資變成正式人員。在其他方面：精進職掌業務管理制度或風險管理，減少臨時重大突發事件。 / According to the original services cannot be abandoned as well as the new services were added and temporary manpower shortage during peak work that the Taiwan government is actively engaging in organizational reengineering and administrative reform as well as creating the small but complete government in recent years. The public sectors used the adopt manpower flexibility strategy such as using the contractual staffs and employing the dispatched laborers to increase personnel flexibility and reduce personnel salary. But bounding by the law, the government agencies cannot meet the needs of temporary labor and flexibility in using the personnel. Furthermore, it makes a large number of temporary labor’s right failed to get reasonable treatment. This study used the qualitative method on flexibility strategy of human resource and contractual manpower in Taiwan's agencies. The in-depth interview and observation was conducted to collect data, including flexibility strategy of human resource (functional flexibility, contract flexibility, wage flexibility and performance management) and management measurement(hiring, selection, roles, tasks, orientation, assessment, rights and obligations and the Labor Standards Law). Based on these data to summarize and make conclusion. The result could be as a reference for managing of government agencies. The results and suggestions as the following: First, the management phase: 1. It is necessary to continue to use the contractual staffs and dispatched laborers for temporary manpower shortage during the peak work.2. Management of the contractual manpower is responsible for the different units that could to find a single window. 3. The regulations of making payroll, benefits, training and limiting for aboard could be consensus to the normal staffs. 4. Their inherent potential, initiative and creativity should be stimulated through the management and motivation. 5. The evaluation of labor unfitting should be established and avoid the long time hiring. Secondly, for the legal phase: 1. It should be reviewed the issue of the temporary staff in public sector cannot conduct the government jobs.2. The interests of contractual workers should be protected. 3. Should review the promotion and career planning system to allow contractual labor to promote to formal staffs when getting the enough working experience. In other phase, the temporary incidents could reduce through the responsibilities planning and risk management.