Abstract By following changeful environment and global competition trends, business strategy has an enormous influence toward enterprises. The most significant resource in an enterprise is manpower. Therefore, this research attempts to fit the relationship through environment uncertainty, the enterprise business strategy and human resources flexibility strategy. Besides, the research will discuss the human resources strategy how to make human resources flexibility fit and adjust business strategy practically, then promote to create enterprise competitive superiority, to follow external environment to reach enduring competitive capabilities, and to have double win. This research method adopts depth interviews and discussions with four individual cases. These four companies in this research are high-tech multinational stock companies. Their main products are different¡G crystal, IC¡]Integrated Circuit¡^seal and test, electric capacity, electric photography and scanner, etc. Totally there are 19 companies (including branches and subsidiaries) in investment cases. To build this method construction in this research by literary studies has found out the management connection among these case studies which all get involved with environment uncertainty, business strategy and human resources flexibility strategy. Four key findings are: (1) When the enterprise is aware of the low general environment uncertainty, characteristic business environment uncertainty and industrial environment uncertainty, business strategy should take it in terms of prospector and human resources flexibility strategy should select temporal working day and flexible wages. (2) When the enterprise is aware of the high general environment uncertainty, and low characteristic business environment uncertainty and industrial environment uncertainty, business strategy should take it in terms of prospector and human resources flexibility strategy should select temporal working day and flexible wages. (3) When the enterprise is aware of the low general environment uncertainty and characteristic business environment, and high industrial environment uncertainty, business strategy should take it in terms of defender and human resources flexibility strategy should select functional and numerical flexibility (4) When the enterprise is aware of the low general environment uncertainty and characteristic business environment uncertainty, and middle industrial environment uncertainty, business strategy should take it in terms of analyzer and human resources flexibility strategy should select functional and temporal flexibility. The conclusion is an enterprise must have different business strategies to fit environment uncertainty. If the enterprise can execute the human resources flexibility strategy at all times, they can build up effective management systems, and promote competitive conditions

Abstract As various forces rendering the business environment more dynamic, for survive and prosper, organizations nowadays must rapidly correspond to changes. In order to lower labor cost and develop competition advantage, enterprises always apply human resource flexibility strategy to achieve purposes. However, the practices of human resource flexibility strategy change the job related characteristic, and cause the effect on the psychological contract of employee. And then, it will be the factor for the attitude and behavior of employee in the enterprise. The current human resource arrangement should be adjusted in order to respond to the changes in the market in a timely manner. It is available to implement task flexibility, numerical flexibility, working-time flexibility, and wage flexibility to meet the practical work demands. Our object was domestic bank enterprises, we adopted questionnaire to discuss ¡§the perception of the practices of human resource flexibility strategy¡¨ and ¡§the condition of the psychological contract¡¨ by employees. And then, we explore the relationship between ¡§the perception of the practices of human resource flexibility strategy¡¨ and ¡§organizational commitment¡¨ of employee by the intermediary variable ¡§the violation of psychological contract¡¨. Our results of the research are as the following: There are some practices of human resource flexibility strategy in the bank enterprises, and the employees really have experienced the violation of psychological contract. Finally, through the relation of social exchange, the consequences of Psychological contract will response on Organizational commitment.

Bakgrund och problematisering: Det har i dagens samhälle blivit allt vanligare att företaghyr in personal via bemanningsföretag. Detta medför positiva aspekter såsom exempelvis ökad flexibilitet men flexibilitetsstrategin kan även medföra negativa konsekvenser. Företagetkan bli svårhanterligt i och med den heterogenitet som skapas i arbetsstyrkan och det har ävenframkommit att denna heterogenitet kan påverka de sociala relationerna på arbetsplatsen. Dock är tidigare litteratur bristfällig gällande detta. Då sociala relationer är en avgörandefaktor till trivsel på arbetsplatsen och då det i sin tur gynnar företagets framgång, är dettarelevant att studera närmre. Samtidigt kan arbetsvillkoren tänkas ligga till grund för hur sociala relationer mellan inhyrda konsulter och ordinarie personal fungerar. För att få enr ättvis bild av detta bör både inhyrda och ordinaries perspektiv studeras. Eftersom ledarna kanha en inverkan på arbetsvillkoren och den sociala gemenskapen bör även deras perspektiv tas i beaktning. Syfte: Uppsatsens syfte är att undersöka vilka konsekvenser en flexibilitetsstrategi får för arbetsvillkoren och de sociala relationerna mellan inhyrda konsulter och ordinarie arbetskraft. Metod: Uppsatsen bygger på en kvalitativ fallstudie med ett hermeneutistiskt förhållningssätt. 11 intervjuer har genomförts utifrån tre olika perspektiv: ledare, inhyrda och ordinarie. Tidigare litteratur och teori: Vi har valt att presentera vad som tidigare har studerats inomområdet med avseende på relevanta aspekter som rör studiens syfte. Fokus ligger därmed påstudier som berör arbetsvillkor och sociala relationer i organisationer som genom sin flexibilitetsstrategi använder sig av inhyrd arbetskraft. Teoriavsnittet bygger istället på tredelar: flexibilitetsstrategi, sociala relationer samt vad som kan tänkas påverka de sociala relationerna. Slutsats: Genom studien kan vi konstatera att en flexibilitetsstrategi får konsekvenser förbåde arbetsvillkor och sociala relationer mellan inhyrd och ordinarie arbetskraft. Strategin har resulterat i olika arbetsvillkor för anställningsgrupperna och dessa arbetsvillkor påverkar även i sin tur de sociala relationerna mellan dessa. Exempelvis skapar fallföretagets fysiskauppdelning mellan inhyrda och ordinarie bristfälliga relationer, ett “vi och dom” tänk, vissa fördomar och “småkonflikter” dem emellan. Dock verkade inte detta påverka anställningsgruppernas trivsel märkbart vilket vi anser beror på att de sociala behoven tillfredsställs på respektive våning. För att dock försöka undvika negativa följder som enfysisk uppdelning exempelvis för med sig har vi kommit fram till vissa åtgärder ledarna på fallföretaget bör arbeta ytterligare med, såsom information, introducering och me rgemensamma aktiviteter. / Background and problem: Today, it has become more common for the companies to hire staff from employment agencies. This brings positive aspects along, such as increasedflexibility, but can also cause negative consequences. The company can through the heterogeneity in the working force get difficult to manage and it has also been found that thesocial relationships can be affected of this. However, previous literatures are deficient inrelation to this. As social relations are an essential factor to work satisfaction, and that in turn affect the future of the company. This is relevant to study more closely. At the same time, theworking conditions can be the basis for how the social relations between temporary andregular workers get along. To get an accurate picture of this, both temporary and ordinary workers perspectives has been studied. Since even the leaders can have an impact on both the working conditions and the social relations, their perspective should also be taken into consideration. Aim: The purpose of this study is to explore what consequences a flexibility strategy will have on the working conditions and the social relations between temporary and regularworkers. Method: The thesis is based on a case study of quality type with a hermeneutic view. 11interviews have been conducted from three different perspectives, with leaders, temporary and regular workers. Previous research and theory: We have chosen to present previous research within thecurrent research field, which is considered to be relevant to the purpose of this study. Thestudy´s main focus is therefore related to conditions in the workplace and social relationshipswithin organizations, which use hired employees as a part of their flexibility strategy. The theoretical framework chapter is founded on three parts: flexibility strategy, social relationships, and what factors that could affect the social relationships. Results: We can through the study conclude that a flexible approach has implications for bothworking conditions and social relations between temporary and regular workers. The strategy has resulted in various working conditions for the employment groups, and those working conditions in turn, also affect the social relations between the employees. The physicalseparation the case company use, create for example, flawed relationships, an “us and them ”thinking, as well as certain prejudices and “small disputes” between them. However, this didnot appear to affect the employment groups significantly, which we believe, is because of thesocial relations are met on each floor. However, to try to avoid the negative a physical separation brings, we have come up with some ideas, which the leaders in the case companyfurther should work with, such as information, introduction and more activities for both employment groups.

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.