Abstract Through depth interviews and qualitative research techniques with print media and electronic media organizations, this study will discuss about job stressors of the employees in News organizations. This study is also to explore the personal coping strategies of facing work stress. And to the end will further unveil how media organizations assist journalists to deal with work stress. The result shows that the job stressors from media organizations contain three categories: work factors, personal factors, and environment. It emphasizes how the variable environments cause group members¡¦ physical and mental unrest and tension continuous process. First one is ¡§work factors¡¨ and it contents include at least three elements. They are the nature of work (time pressure, heavy workload, the work itself, working conditions, fairness, and nervous), organizational factors (organizations¡¦ roles and structure, role ambiguity, role conflict, and organizational climate and culture), and social relations at work (work place relationships, lack of social support). The second category is "personal factors". It includes individual itself, such as incentives, occupational health, and family, but career development, for example, the chance of professional development. The last one is "environment". This category includes economic and technological uncertainty and other total 18 kinds¡¦ sources from three major sorts. Furthermore, the ¡§coping strategies¡¨ of facing job pressure has five different types. Those types are classified as problem-centered, emotion-centered, appraisal-centered, avoidance-centered, and religion-centered. They all emphasize that organizations¡¦ members will use both the usable resources and experiences along with self-awareness to determine how to solve or reduce their working pressures. Moreover, journalists usually receive several kinds of assistance from media organizations to deal with their work stresses. Usually, the employees will gain a long vacation after a period of consecutive working days. They also receive social or emotional support through communications, such as verbal encouragement, or informational support such as the class of spiritual growth and development, etc. Also, the research found which the interviewees using religion-centered strategies to face their job stresses is a new discovery. This strategy has never been found in the reviewed literatures, or previous relative studies. The researcher believes this discovery will help the scholars engaging in the job stress-related follow-up studies as the basis for further research III and application. In conclusion, based on the interviews, the researcher suggests that the media organizations should extend the time of socialization procedure for freshmen. They also need to provide appropriate equipments for their employees, and strengthen the social supports. By this, the organizations will be able to prevent the journalists burning out, and improve their working satisfaction in order to promote their commitment with the media organizations.

As the tendency of globalizes and regionalization of enterprise management develops, enterprises in the world have to face an extremely important subject of multiple human resource management. Whether the enterprise is classified as globalize, cross-nation or regionalization, it should face and plan the strategy of its human resource management more appropriately, which is the core part and the foundation of an enterprise. The range and object of this research is based on Taiwan High Speed Rail Corporation and its employees. The company, THSRC, is one of the largest BOT projects in the world. Employees of THSRC with their profession in construction management, operation management at railway area, were recruited from many different countries. The research of investigating the manage method and organization climate of THSRC, can surely provide a great reference to some regional enterprises during the process of transit to globalized enterprises. The purpose of this research is trying to examine the relationships among the perceptions of human resource management practice, organizational, organizational Capability and working behavior. Also, this research intends to investigate the affection of differenct business model to human resource management practice and organizational Capability. We conclude the research result as follows: The human resource management practice has a positive affection on organizational capability. The human resource management practice has a positive affection on enterprise goal. The working attitude and behavior has a positive affection on organizational capability.

With Chief Human Resources Officers in Taiwanese-based Enterprises as the study of objects, this paper applies Mr. Feng-lee Lin¡¦s (2009) ¡§The Perspective of the Resource-building Mechanism¡¨ as the Theoretical framework, and researching into its functional management model in China. The purpose of this paper is to see if this position, CHO, can bring up efficiency in areas of individual, employee, and organizational performance management, and the efficiency as a whole as well. Key figures were interviewed, secondary data were collected, applied, analyzed to get the following conclusions: 1. The functionalities of CHO in Taiwanese-based Enterprises in Mainland China include: People management, Things management, and Self-management. 2.The key elements of management functions are professional knowledge, communication skill, and self-concept. The three react upon each other, and have causal relationship between them. 3. Due to the complexity in environment, regulations and policies, CHOs in Taiwanese-based Enterprises in mainland China face more challenges in inter-cultural management, enterprise management staff mobility, the uncertainty in effectiveness of enterprise performance management system and quantitative mechanism.

To meet global market competition and knowledge economy era, enterprise has put accent on developing its own human resource. Many corporations expect to become a learning organization to deal with the situation and, therefore, they have paid much attention to the function of internal education and training for employees. To build an effective employee-training system has become a critical process in enterprise management. However, common routine training activities cannot reach the goal of internal training. To meet the problem, ¡§Corporation University (CU)¡¨ was born. Some international companies have built up their corporation universities which have brought advantages and benefits to organization. The phenomenon has made the concept of CU spread out worldwide. Some native companies followed them to build their CUs. However, it is not sure whether the practical working conditions of native CU can meet the standard of CU. This study takes case study as research methodology and research targets contains two international and four native CUs. In this study, the fundamental background, organizational framework (operation system), operational situation (including components of instructors and learners¡Bcourse planning and content¡Bways to proceed learning course¡Bfund resource and expenditure¡Bevaluation and verification for learning) and working efficiency for each CU were discussed to acquire the whole practice of each CU. Additionally, the related literature was reviewed and CUs were summarized as four types of function levels by past researchers: training and development¡Borganization learning¡Bknowledge management¡Bstrategic management. Moreover, based on the classifications, the research targets are classified and analyzed to explore the reasons why they were built and examine their working efficiency. By examining the research targets with their fundamental backgrounds and operational situations, it is shown that the function levels of native CUs cannot be labeled as ¡§strategic management¡¨ mostly. After surveying the practical operations of four native CUs, several problems are discovered as follows: native corporations build their CUs because of popularization not need; a feasibility study is not conducted before setting up their CUs and the function level of CU is not clear; CU only play a role of extension of internal education and training system for employees; there are some problems for native CUs to work with academy institutions; there is room of improvement in instructors and courses of native CUs; learning resources of CU cannot be acquired by each employees; learning evaluation and verification are not implemented seriously by CU¡¦s executives. Therefore, base on the discovered problems and explored issues, this study provides some specific suggestions for companies who have operated CUs practically and a referable direction for following researchers.

The traditional manufacturing industry in Taiwan in these few years have been severely challenged by the changing business environment. Under the public opinions that how the traditional industry gets rid of the fate of becoming the declining industry, there are still some companies achieving their success implicitly. To accompany with human resource practices, they create unique competitive advantages and values to overcome the threat by the economic depression and globalization competitiveness. A case study method is used in this thesis. Ten companies in traditional manufacturing industry with superior organizational performance and histories of transformation or related actions for business growth are targeted to explore how the traditional manufacturing industry strengthens or develops different human resource abilities according to different transformation strategies while facing different evolutional opportunities. In this thesis, internal fit of universalistic perspective and external fit of contingent perspective are used to investigate the internal mutual fitness among the human resource practices within the organization respectively. A set of core human resource practices which fit the characteristics of traditional manufacturing industry in Taiwan will be proposed as the core of integrated human resource practices. In addition, from the point of external fit, this thesis also explores the fitness of human resource practices and organizational strategies. To the companies with different transformation strategies, including changing strategic frame, investing resources, changing processes, and solidifying relationships, appropriate human resource practices should also be addressed to strengthen and develop the correspondent dynamic human resource abilities as needed. Therefore, the following propositions are proposed in terms of the inductive inference of interviewing with the ten cases and reviewing the related literature extensively. Propositions 1: The core human resource practices for traditional manufacturing industry in Taiwan are: Focus on employees¡¦ steadiness, hard-working spirits, and employee disciplines while recruiting, high wages, extensive benefits, incentives with cash payment, behavior-oriented and results-oriented performance appraisal, on-the-job training and skill development, promotion from within, harmonious employer-employee relationship, and long-term job security. The more the organization implements those practices, the more the organization could attain competitive advantages and receive superior organizational performance. Propositions 2: In accordance with different transformation and growth anchors, the human resource practices are also different. There are four anchors of transformation strategies including strategic frames, resources, processes, and relationships. Proposition 3: In terms of reengineering strategic frames as the transformation strategy, the organization should emphasize innovative ability while implementing human resource practices. To reverse employees¡¦ value by hard-culture reengineering, the organization could receive knowledge and ability which is different from the one supporting the old strategic frames. Proposition 4: In terms of investing resources as the transformation strategy, the organization should emphasize intensive ability while implementing human resource practices. To intensify and retain the original core techniques, the organization could upgrade the core techniques to the advanced level in order to expand the potential markets. Proposition 5: In terms of changing processes as the transformation strategy, the organization should emphasize participative ability while implementing human resource practices. The organization could accentuate operation efficiency in order to attain the main purposes of reducing cost and improve quality. Proposition 6: In terms of solidifying relationships as the transformation strategy, the organization should emphasize service ability while implementing human resource practices. The organization could draw on the strength of each to offset the weakness of the other among the stakeholders in order to develop competitive advantages.

First of all, we put an emphasis on the global market status of TFT-LCD, which is also our government¡¦s most important economic investment in the near future. We think it is necessary for Taiwan cooperating with Japan to reach the global No.1 place in TFT-LCD industry since Japan initiates and masters many related technologies. A-Company; however, gets such right chance for multinational combination by taking good use of some key factors¡Xorganization integration, communication and human resources management. Because TFT-LCD products get short-lasting life and fast-advancing technology, A-Company must be greatly expanding its investment annually. Although the company has independent technologies, it still has to rapidly enhance its competitiveness on global purchase, global distribution and global service through making cooperation with other technical corporations. Thus, how to take advantage of both companies¡¦ interior resources to create even more high values is meaningful to A-Company. This research shows that organization integration, personal factors, organization promises and individual defense will affect merger achievements. We design a questionnaire and use SPSS for quantification analysis to strengthen the reliability and validity of our research. Lastly, we bring out the final results and conclusions for A-Company reference. According to the questionnaire we find out that, A-Company employees think the high-level managers play quite an important role in the organization integration; their communication and expression on human resource management will directly affect merger achievements. Nevertheless, the company seems not participate in the consolidating planning before combination and not elaborate on the communication after that which leads it into negative effects after combination. From this, we deeply realize that ¡§Manpower¡¨ is the most emphasized resource for consolidating business. Our conclusion is that many failure factors of overseas or domestic combination business are also applied to TFT-LCD Company, and therefore, we think that the success factors during its merger can be imitated by other industries as well. Anyhow, it¡¦s a real pity for A-Company¡¦s not taking good application to academic researches and some successful measures from other business. In sum, there are not only multinational cooperation but also multicultural races merging in the special TFT-LCD industry which reveals a fact that the affiliation of academia will speed up this industry¡¦s growth.

Traditionally human resource functions are performed in house, but recently the subject on outsourcing human resources is becoming more and more popular. According to an article published in 2004 by the INC. 500 magazine, 18 human resource service providers were chosen to be the most fast growing corporations in the US, in the mean time, the Fortune 500 and Forbes 500 corporations lists both had human resource business process outsourcing firms listed inside. The development of global temporary help service industry has been around for more than fifty years and the growth rate of temporary help industry in each country has been increasing steadily. Meanwhile, the Executive Yuan of Taiwan has chosen this business as one of the most industry among its 12 selected important developing service industries. The competition in temporary help has getting more and more severe than usual, but restricted to its uncompleted legal regulation, there are many staffing vendor didn¡¦t obey the legal regulation, besides the difference between temporary help service and outsourcing is still ambigious. In this study, case study approach and the in-depth interview technique were employed. The main objective is to find out what current difficulties are the temporary help agencies facing and what kind of solution do they use to cope with the business needs. Furthermore, by applying relevant solution to form the suggestions to provide to staffing industry for the operation reference The inference of this study is that Taiwan is more cost oriented compared with other countries in US, Japan and Germany in the consideration of using temporary help service; as for the development of professional temporary help service, there is no clear definition on it, besides, the temporary help service agency in Taiwan is not yet able to provide this service. The temporary help service agencies in Japan expect relevant law in temporary help service can be loosen to develope this industry better, the temporary help service agencies in Taiwan expect a clearer definition between responsibility and obligation in user enterprise and temporary help service agency. The pricing war in this industry in Taiwan would form the barrier of better service due to limited profit while other countries had understood different service level deserves different price. New pension policy implemented in Taiwan in 2004 would encourage more enterprises understand the advantage of using temporary help service, but not definitely boost the promising development of this industry.

Under the global competition, the corporation has noticed the importance of human resource. There has been discussed about the role of human resource department and the role of human resource professionals no matter in academy or in business. However, there is not so much discussion about the characteristics, belief and feeling which could influence the involvement of the human resource professionals. To promote the human resource management of the human resource professionals, the study aims to discuss the role, role stress, work values, and job involevement of human resource professionals. It is to understand the role of human resource professionals including its role intensity, role stress, work values and job involvement in Taiwan¡¦s corporation. Furthermore, it discusses if the role stress is negative to job involvement when the affinity for work values and the intensity of the role of the human resource professionals is different. The research methodology uses random sampling. The questionnaires sent out by 752 for the members of some of the associations of human resource management in Taiwan, and valid questionnaires are 275. The data analyzed by statistics methods of t-test analysis of independence, analysis of variance (ANOVA), Pearson¡¦s product-moment correlation, and multiple regression. The result confirms several important discoveries as follows: 1. The work experience between one and five years shows serious role conflict. 2. The administration expert is still the main character of human resource professionals in Taiwan. 3. The positioning of human resource professionals is clear, but the work is overloading. 4. The human resource professionals respects the inter value, but not pays attention t to the value of salary. 5. Administer is taking the higher role stress, but higher job involvemen, too. 6. The proper role stress can promote job involvement. 7. The role stess is negative consequence of job involvement. According to the result of the study, there are some suggestions for HR managers and HR professionals to promote the HR management of HR department and HR professionals.

In the past research studies, we found that most researchers focused more on the process, degree or factors regarding the localization of managers. They did not further find out what the key success factors are if a company really wants to pursue the success of localization. Therefore, this research is focused on the key success factors of localization and organization performance of Taiwan companies with subsidiaries in Mainland China from the perspective of human resource management. Here we use culture difference and organization trust as moderators. Sampled by the subsidiaries of Taiwan companies in Mainland China, the research was conducted by questionnaire survey. The conclusion we drew from analyzing 107 effective questionnaires are the following: First, human resource development and the direction of expatriate have a positive impact on increasing the quality and quantity of local managers. Second, considering organization performance, human resource development has a positive impact on non-financial performance. Third, human resource planning has a positive impact on the success of localization in terms of culture difference. Finally, human resource planning, the interaction between managers and employees, and the trust which a manager places on an employee plays a positive role on improving the quality and quantity of local managers.

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.