Abstract The 21st century globalization and liberalization pose distinctive human resource management challenges to businesses especially those operating across national boundaries as multinational or global enterprises (Huselid, 1995). According to Huselid (1995), strategic human resource management primary should be emphasized to ensure that managers and employees are adjusting and accepting their organizational human resource practices in their daily work, thus, the human resource management practices appear to be more essential. The study attempted to gain a better understanding of the human resource management practices in hairdressing salon service industry in Taiwan by analyzing the relationships between employee¡¦s technical skill and organizational commitment on work performance. The data was collected by the researcher using mailing and delivering questionnaires. The sample size included 500 hair stylists from north, central, and south of Taiwan. There were 307 questionnaires and the return rate was 61.4%. The data was analyzed by descriptive statistics, Pearson correction analysis, and Structure equation modeling. The results of this study were as follows: 1. The perception of hair stylists on the human resource management practices showed high in employment security, then in decrease status distinction, training, contingent and compensation. 2. The organizational commitment and technical ability showed positive corrections on human resource system. In addition, the influence on the organizational commitment is greater than on the technical ability. 3. There was a negative relationship between organizational commitment and turnover intention. 4. There was a positive relationship between technical skill and work performance. 5. The work performance could be improved by using the intermediary result of technical ability from the human resource management practices. 6. There was a negative relationship between turnover intention and human resource management practices.

According to the research of the Taiwan Semiconductor Industry Association in 2004 , IC design in Taiwan is becoming the second major clustering centre after America. IC design house seems to be the upcoming star in Taiwan semiconductor industry, by its highly brainstorming to create higher additional value, it is also the next leading role in hi-tech industry in Taiwan.To IC design house, the quality of employees is the key of competitiveness, therefore, only dependent on the staff's constant research and innovation, could occupy a space on the competitive market, so the reserch of management of professional human resources in IC design house seems even more important. This study adopts the in-deep interview of qualitative reserch, including six RD engineers, four product engineers and five human resources personnel as the research objects.The main purpose is to understand what the employees truely demand in IC design house? How is the operation of human resource management practice and the expectation to Human Resource Department? How the professional personnel of human resources understand the idea and demand of employees, make a right management system and offer the best welfare measure. Through the interview materials, along with domestic, international documents, the results come out as following: 1. The demand of RD engineers and product engineers learning development opportunity / excellent manager / good working environment / understand the employees demand / limitless creation and innovation / the balance of work and life 2. The expectation of RD engineers and product engineers to Human Resource Department to be intercommunication channel / complete training program / attract and retain outstanding talents / strengthen professional ability more actively 3. The contribution of Human Resource Department of IC design house to Human Resource Managemant Recruit high-quality talent / administration efficiency / salary and welfare policy / incentive system to keep talent / promote innovation ability of employees / complete training program / build a common vision /build a high-quality working environment / intercommunication channel / understand the employees truly need 4. IC Design House Human Resource Management Model (1)recruit and employ: recruit channel: manpower bank/ employee recommendation/ campus recruit / national defence labor recruit procedure: recruit by HR or department director employ characteristic: good team player/ dedicated/ learning spirit employ term: response ability/ professional ability/ communication coordinate ability/ innovation ability (2)salary and benefit: attractive payment/ cash allowance/ meal allowance/ entertainment/ group insurance/ society safety/ retirement plan (3)training and development: e-learning/ invite outside instructor/ lessons by senior employees/ seminar/ training plan evaluation/ training result check and accept (4)performance evaluation: fair/ justice/ team performance/ individual performance (5)labor relations: interaction frequently/ diversified encourage program/ resignation management

Due to the separation of Police and Fire Fighting systems, fire control organizations are growing enormously in the recent years, creating heavy workload for the authorities. With the serious shortage of fire fighters in all level of fight control system, the affiliation of military substitute service is a great relief for the fire control societies. Currently, the management of military substitute service and the evaluation of their psychoanalysis still lack of practical methods within the country. This research focuses on the analysis of fire control organizations¡¦ application of military substitute service, management issues, and the psychoanalysis of military substitute service participants. Opinions and background information of participants are collected in large-scale with questionnaires and various methods. Results are evaluated and analyzed to derive logical management patterns, thus develop an ideal scheme to improve the performance of military substitute service participants, as well as maintaining discipline. Defects of existing systems are discussed and improvement strategies are suggested for the fire control authorities to reference for future consideration of military substitute service recruit program.

Abstract This research attempted to explain the relationship among HR investment, organizational human capital and firm performance. A positive link between a firm¡¦s HR investment and its performance through the mediating effect of overall human capital was proposed. Alternative hypotheses were presented to test the effect of different HR investment portfolios on various human capital dimensions, as well as the link between these human capital dimensions and firm performance outcomes. A review on the concept of human capital revealed several problems in the research of human capital at organizational level. Four new latent constructs (quantity of human capital, human capital-organization fit, complementarity of human capital, and specificity of human capital) were extracted from the literature to form a new paradigm in the measurement of organizational level human capital. This new paradigm represented a resource-based perspective. Data were collected from top executives of 105 companies located in the US and in Taiwan in the knowledge-intensive industry segments such as professional service, financial service, R&D, and hi-tech manufacturing, etc. Survey questionnaires were used as data collection instrument. Confirmatory factor analysis using LISREL was performed to test validity and reliability of new measurement scales. Hierarchical regression statistics were used to test the hypotheses. The results showed that HR investment had significant positive impact on firm performance and was significantly related to higher level of human capital in a firm as measured by the quantity of human capital, human capital-organization fit, complementarity of human capital, and specificity of human capital. Further, the mediating effect of firm-level human capital between HR investment and firm performance was substantiated. This study also tested a more complex model linking two HR investment portfolios to four dimensions of human capital and firm performance outcomes. The findings showed that higher level of acquisition investment was linked to higher level of human capital-organization fit, complementarity of human capital, and specificity of human capital. More significantly, a higher level of development investment was linked to higher levels of all four dimensions of human capital. In addition, each individual dimension of human capital, except the quantity of it, was found to positively predict firm performance outcomes.

Previous work on innovation performance has focused on either organization or individual-level analysis. The current study is the first that we are aware of in which multilevel theory and method were applied to innovation behavior and innovation performance. This multilevel study of 100 managers, 512 R&D teams of employees from 38 R&D companies demonstrated that both individual-and team-level factors were significantly associated with innovation behavior: Balanced psychological contract fulfillment explained within-team variance, and innovation climate explained between-team variance. Further, employee innovation behavior aggregated to the team level explained between-team variance in innovation performance. This paper also explores the impact of the RBV on the theoretical and empirical development of SHRM and innovation climate. This study is to introduce Intellectual capital as a mediating construct between knowledge human resource management (KHRM) systems and knowledge create. This study provides consistent support for the notion that KHRM systems are fundamental in the development of intellectual capital. This study also found intellectual capital to be associated with increased knowledge creation and innovation performance. With regard to intellectual capital¡¦s mediating role in the HR-performance linkage, this study provides both managers and academics with a more fine-grained analysis of how to target HR investments that build intellectual capital, which, in turn, drive team innovation performance. The results contribute to knowledge on the resource-based view of the firm and the importance of multilevel theory.

MNCs face challenges in developing complex strategic and organizational capabilities to meet their global efficiency and local responsiveness needs. Effective competitive strategy involves different management control over its product, functional and geographic diversity, language and culture. There are many options available for MNCs to use to develop models for business operations in different countries. The planning and executing these competitive strategies have significant impact to MNCs and they must be sustainable and successful. Human resources (HR) in MNCs have been playing an increasingly important role to improve organizational capabilities. Organization structure, responsibility, the practices, functions and professionals in the Human Resource management are key factors in creating the organizational capabilities. Meeting the current challenges and laying groundwork for the future calls for the redesign of roles and new competencies among HR professionals. With the aligning of the skills of HR professionals with the changing HR visions, strategies, structures, systems, and processes, the transformation of HR functions will be of value to their organization. Emerging trends in the strategic partner development of HRM is discussed.

M & A indeed is one of speedy growing methods for enterprise. But not every one enterprise can get its effectiveness as expectation after conducting merger. There is usually a huge organizational change is hidden behind M & A. The retained employees after the merger face the new company, seems like new employees that just inaugurated, filled with strange and a sense of uncertainty. In 1998, Watson Wyatt Company made a survey and found most of the merger failed to achieve the strategic target as expectation, M & A will ultimately lead to failure or poor performance, in addition to cultural differences, "people" issues can not be integrated effectively by the system is a major key factors, such as the leave of excellent talents, staff remaining in the low efficiency, So triggered the human resources issues discussed after M & A. The purpose of this study was to research successful key factor of human resources integration in the process of M & A which through an interview with qualitative, considering the time appropriateness and the difficulties of backtracking information validity to avoid making poor effectiveness. Especially to choose a case of retailer Taiwan in 2006 as example, French Carrefour merged with British Tesco to study. Also considering the impact of mergers and acquisitions on the acquired employees are greater than the acquiring ones, especially the employees under the middle management level, we selected the remained employees under the middle management level in the acquired corporation as the sample. This empirical study found that the unmet expectation of acquired employees not only from job regulations and benefit, but also from the person-organization fit of the acquiring corporation. The unmet expectation may both affect the psychological and behavioral stress of acquired employees. It also affects the organizational commitment of acquired employees to the acquiring corporation. The unmet expectation has a direct effect on the job stress and organization commitment. It also has an indirect effect on the performance positively through the perceived organizational support. The purpose of this study is to explore the human resources integration challenges under merger and acquisition of the pharmaceutical company A. The findings are from focused interview with employees of different backgrounds including acquired company employees, acquiring (A) company employees and top management team of the A company. The research results indicate that¡G 1.Under M&A, the internal integration team with outsider consulting firm¡¦s professional assistance will minimize the resistances. 2.Under M&A, the specific HR integration structure is needed. 3.Under M&A, the comprehensive communication plan is needed to erase the rumors and gossips. 4.Under M&A, the talent deployment must retain all the talents from both-side companies and eliminate the poor performers in the acquiring company. 5.Under M&A, for ensuring every colleague in the new company move forward to the same goals, the enterprise has to review the performance appraisal and management system.

Enterprise salary strategy should influent enterprise competition power, thinking the influence of salary strategy about job satisfaction, job efficient and productivity, turnover rate, long-term cost etc. The aim of this research is to use the method of System Dynamics and combine the balanced scorecard and strategy maps to analyze the data of case company and trace the influence between salary strategy and organize performance, further building salary decision model to connect and focus on effect to let the human resource management system toward sound to assist the enterprise make reasonable salary policy. This research is to use System Dynamics to study the interaction factors of the enterprise development which comprehend employee hiring and training, salary adjustment, motivation etc. According to each link causes the feedback to draw a causal loop map, the conclusion of this research.Using lead salary policy and competition salary policy can keep able personnel and motivation, on the contrary using lag salary policy will increase the cost and reduce productivity.The Balance Scorecard and Strategy Maps can help enterprises ¡§connection¡§and ¡§focusing¡¨ in setting the salary strategy to seek the bounder of the model, but can¡¦t unearth the side-effect of the system. The feedback map and salary decision model is really response influence of the policy, the same time finding inverse intuitive situation to search the key point for long-term goal.The result of simulate salary policy can assist decider to revise policy to reach the optimum. At last, presenting the contribution of this research.Applying and integrating human resource, salary strategy and performance management theory.By System Dynamics fulfilling causal loop map and decision model belong to the salary strategy of the case company.Seeking the suitable solution for case company salary policy.

ABSTRACT As the progress of information technology, the trend of globalization market and dramatic market competition, human resource can be the only source of sustaining a competitive advantage for organizations. It is not all employees who possess knowledge and skills of core resources for firms. It is the fundamental work for human resource management for firms to improve employment management of human resource. Given pressures for both efficiency and flexibility, in addition to the use of internal full-time employees, firms are use external workers, such as temporary employees, contract laborers, consultant etc. The fact highlights that human resource management can be divided to make or buy decisions. It would be more efficient employment to hire at employee's characteristic. The related academic is less and lack of a systematic framework for carrying for employment management. This study, develop a human resource architecture based transaction cost economics, human capital, resource-based view and the academic of Lepak & Snell (1999). The conclusions are: 1.When human resource are both valuable and unique, firms should internally develop human resource and would rely on a commitment-based human resource configuration. 2. When human resource is valuable but not unique, firms should acquire human resource from labor market and would rely on a market-based human resource configuration.3. When human resource is not valuable and unique, firms should use contractual human resource and would rely on a compliance-based human resource configuration.4. When human resource is unique but not valuable, firms should use alliance and would rely on a collaborative-based human resource configuration.

In the 21th century, knowledge has become the most important capital for success of a business. Therefore, effective management of organizational knowledge may be one of the ultimate determinants of the businesses competitive advantage. According to Davenport and Prusak (1998), a knowledge-friendly culture is the key point to transfer knowledge successfully. In the past, human resource was the core resource in an organization, and now, because "human" is the user of knowledge, it becomes much more important in the knowledge economy era. Thus, how to build a knowledge-oriented human resource system and form an appropriate culture, which is suitable for knowledge management, has become one of the most important issues for a company. This thesis adopts the empirical survey approach. All questions in the survey questionnaire were summarized from the literature about human resource management policies and characteristics of culture in knowledge projects to find out what human resource functions can do to benefit the knowledge management. In addition, this study also tries to conclude the characteristics and types of knowledge-oriented culture from the statistic analysis of empirical data. Then, through the advanced analysis, I try to understand the relationships between human resource policies and characteristics of knowledge-oriented culture. Besides, business is an open system, it will not only affected by external environment, but also affected by internal environment. As a result, industrial environment and characteristics of organizations were considered in this study to find out the effects of organizational characteristics on human resource management and knowledge-oriented culture. After statistic analyzes, the results are summarized as following: 1. The characteristics and types of knowledge-oriented culture: (1) Characteristics: professionalism and openness, emphasis on innovation, initiative of learning, experience sharing, boundryless cooperation, relationship and harmony, trust and autonomy, and information providing. (2) Types: supportive and learning culture type, autonomous and independent culture type, traditional and conservative culture type, and professionalism- oriented culture type. . 2. The policies of human resource management in knowledge programs: Potential-oriented employment, employee-centered development, self-directed team operation, horizontal organization structure, team-based evaluation, innovation-emphasized, concerning career development, reward innovation and sharing knowledge. 3. Differences of human resource management policies and characteristics of knowledge-oriented culture were due to differences of organizational characteristics. 4. There is a positive relationship and effect between human resource management policies and knowledge-oriented culture characteristics. 5. The characteristics of organization have the moderating effects on the relationship between human resource management policies and knowledge-oriented culture characteristics. 6. The relationship between the characteristics of organization, human resource management policies, and knowledge-oriented culture types: (1)Different competitive strategy of company has different culture type. (2)The change of industrial environment and the degree of centralization of a company will make a significant difference on culture type. (3)Different policies of human resources management lead to different culture types. Considering the results mentioned above, some suggestions are made for both firms and further researches in this field