Manger usually thinks about the cost saving of manpower during the organizational reengineering and downsizing. The first step of the downsizing is to encourage the older employee joining the early retirement program. From the prospect of those employees, they usually think about their own benefit and eager to guarantee themselves. Early retirement program seems to be the bridge to connect with both sides. Manager with the economical concern, the reaction and organizational behavior of continued work is more important to affect the performance of organization. The research is focus on the early retirement of Chungwa Telecom Co., Ltd. And discuss about how the program affect the organizational behavior of continued worker. We try to provide a reference resource to the company especially when they are during organization reengineering. This research was using questionnaire and quantities method to do it. The main found: 1. Because they are public servant, date shows that intension to quit of the employees is quite low. In 43-54 year-old employees the longer tenure employees have higher intension to quit than shorter tenure employees. 2. In the continued worker, female¡¦s Job satisfaction and work pressure are higher then male. 3. When we discuss about intension to quit, the effect of organizational commitment is more important then job satisfaction.

The relationship among the Taiwan¡¦s multinational corporations¡¦ knowledge management and the organization¡¦s role of human resource management Abstract Today, the commercial environment face the change of globalization, according to improve the corporations¡¦ efficiency and performance, corporations will transfer the core competences and the knowledge of operation practices inside the organization to others organization units, especially to the multinational corporations. Based on Drucker (1993) said, the knowledge workers are the most important property inside the organization. The knowledge need the appropriate persons to practice, creating and storing, so, how to keep the good person and integrate their knowledge inside the organization, that need ¡¨ human resource management system¡¨ to process. This research chose four multinational corporations which nationality is Taiwan. These four company coming from: the traditional livelihood industry; the traditional infrastructure industry; the high-tech manufacturer and information software research and development industry. This research concludes some propositions through the interview with top managers of these sample corporations. Positions are as follows: Proposition 1: the more explicit that the core knowledge inside organization was, the more complete that the information technology infrastructure done, the more possible that the corporation will take the system knowledge management strategy; the more tacit that the core knowledge inside organization was, the more important the tacit system was, such as, the organization culture, pay attention to the people and so on, to force the knowledge management. Proposition 2: the more that the core competition of the enterprises tends to be the market exploration, the easier they will use the partial step-by-step knowledge management strategy. the more that the core competition of the enterprises tend to be the technology exploration, the easier they will use the integral system knowledge management strategy. Proposition 3: the more complex that the need of global knowledge originality strategy (the localize and the global integrate level increased),the stronger that the effect of human resource management coordinate and control. Proposition 4: the role that the knowledge management organization plays in an enterprise follows the different executive step of the knowledge management in the enterprise has its different position. Proposition 5: the higher that the level of the enterprise knowledge management systematize ,the greater that the role of human resource management plays .besides, the higher that the level of personalizing of the enterprise knowledge management system, the greater that the roll of human resource management in strategetical execution. Proposition 6: the strategy about knowledge management of the enterprise and the human capital of the enterprise are to complement each other. From the six propositions, we can derive the following two important conclusion: 1. By the diversification of the knowledge management, the organization should select that can adopt to its characteristic of knowledge and compare to its competition strategy of knowledge management strategy. So that it can afford positive promotion of organization management achievements. Besides, the organization should transform to organic organization to construct the opening culture makes benefits of the knowledge flow; the organization should make his endeavor to build up the culture of edution to make learning and effective interaction to all action of the member in the organization and the manager should promote his own leadership. 2. The diversified roll of the human resource management, in the recruited policy, we pay more attention on the potential of staff and the corresponding of culture of education to make more benefits to carry out knowledge management. In the training, the develop scheme which is centered by the staff makes each member can be the knowledge contributor to pass the values toward the knowledge of the organization in the courses. Plot and connect the achievement system. The human resource professional should make progress with knowledge management science. Besides, we should progress the step task toward the strategy of knowledge management and realize the situation of the knowledge management proceeded in the organization. From inside of this, we can position the roll of human resource management organization and cooperate with the strategy of the company knowledge management to derive the hugest management result. Keyword: multinational knowledge management; knowledge flow, knowledge management strategy, knowledge workers, human resource management

How to promote the competitive potential of business is the most important target presently. Being the new competitive era has come; the traditional human resource management model can¡¦t meet the new challenge in 21 century. The human resource management system in business has faced the new evolution for this new age. Under such a complex competitive environment, the competitive power of business depends on the proper utility of the human resource management type. ¡§Keeping the core specialty, leaving behind the others¡¨ was regarded as the strategy of business to keep profit base. Outsourcing system is regarded as the way to meet the strategic target, cost reduction, customer satisfied improvement, and other performance improvement. Being more flexible for company running, and the managers can concentrate themselves on the core specialty ability. However it can¡¦t be denied that outsourcing system exhibit some risks and some problems. It takes so much attention not only to create the largest profit for customer as well as to guarantee the abidance of contract regulation but also to promote the performance quality. The problem from the mechanism of outsourcing management will be induced when there are communication difficulty between company and outsourcer. The subject of this study is the Chunghwa Telecom Co., Ltd. The outsourcing was regarded as the strategic tool to promote the competitive potential. The key issue that outsourcer performed the management mechanism. Such as the management of contract type, the management of monitoring all the procedure, the management of evaluation to the efficiency, was also studied. In order to run this outsourcing system well, the human resource management in outsourcer was also researched. The analysis of the data revealed the following main conclusions: 1. Most interviewees agreed that the major reason for outsourcing system is the strategic target. The secondary reason was reducing and controlling the cost. The most important factor which are considered is promoting the competitive potential for this company. The outsourcing will not last for a long time by only considering this one factor of cost. 2.Some problems could be induced by the vicious competition between other outsourcing companies and could make the bad influence to the company, such as jerry-build in the pipe construction. The deficiency of professional knowledge of monitoring human resource was the most important factors for the success of outsourcing system in this company. The human resource with engineering management knowledge should be trained and educated for last term to get enough professional ability to execute the engineering efficiently. 3.More than 50% interviewees in this company agreed that the general task should be kept to ensure the working right for personnel in this company. The most personnel had the opposite attitude for ¡§the importance of outsourcing system for the personal service is increasing day by day¡¨. However, facing the privatization era, the manager should realize how to improve proper human resource utility and arrangement in organ structure. And how to promote the producing power of internal personnel instead of the outsourcing system and push the internal personnel to retire. 4. The quality of the telecommunication is the most important factor that affected the customer right. As known by internal personnel and the customers¡¦ view of piping problem is owing to that pipe always damaged by the digging engineering. It came from that working units are too negligent to check scene and to confirm the location in map. 5. As with the human resource management of outsourcing system, we focus on not only the requirements of engineering quality but also the health and safety of labors and the control management of environments, especially the noise and air pollution. By the result of this study, some suggestions are proposed. To construct more effective outsourcing management mechanism under the abidance of the ¡§regulation of government purchase.¡¨ The contract activation mechanism should be performed to maintain the cooperative relationship with outsourcers in long term.

In the past, firms based on economics of scale, capital intensive, mass advertisements, customers service and product quality had changed into creative excellent human resource. Human resource could truly be the only source of sustaining competitive advantage for firms. The related academic about strategic human resource management especially integrative employment and development is less for reference in Taiwan. More over, operations and practices in strategic human resource management are usually not made known to the public because of executives¡¦ hesitation. Thus, these impacts had influenced the empirical studies. Based mainly on transaction cost economics, human capital, resource based view, the purpose of research is to discover an integrated architecture for strategic human resource employment and development by examining high-technology facility industries. The thesis will share the successful experiences of applied human resource management to firms and for reference to the industries, and contribute to the construction of strategic human resource management theory.

Abstract During the courses of banks being taken over, put on auction, or under compulsory merger, their employees are under tremendous impact. This calls for the importance of human resource management practices. If a bank being taken over has proper human resource management practices, the employees are more likely to have stable mood and morale to carry on their services to customers. On the one hand this will enhance the value of the bank being taken over, and on the other hand the synergy to the bank winning the bid in auction would be more obvious. In this research, we made in-depth studies of the human resource management practices in three stages, i.e. after take-over and before auction, after auction but before merger, and finally, after merger. The approaches adopted in this research include in-depth interview and questionnaire survey. We conducted interviews with members of management teams, human resource departments, and labor union officers. Questionnaire surveys were also conducted on employees to determine their feeling and whether they are satisfied with human resource management practices after being taken over and merged. We have drawn conclusions as follows: 1. Human resource management practices in banks that were taken over and merged are similar to ordinary merger cases, with emphasis on communication, protecting the interests of employees, focusing on the retention of employees and interview skills, establishing merger and integration team, and providing employees with a cushion period. Particularly, if a take-over team is formed, it would have major influence over policy-making, and would better protect the employees¡¦ interests when compared with banks which were taken over in the past. 2. During the take-over period, there were no layoffs and pay cuts which abide by the provisions of the Basic Labor Law and relevant regulations as well as the internal regulations of the bank in settling seniority and establishing settlement plans to reduce arguments between employees and employer. In these cases the questionnaire survey indicated that employees have high satisfaction. 3. The labor union shall act as a bridge between the take-over team, the winning bank, and employees under legitimate policy and with rational manner, to secure the interests of the employee and maintain harmony between employees and employer. Questionnaire surveys and interviews indicated that these efforts and contributions won the recognition of all employees. However, the retention rate is low, which is rather disappointing. 4. Questionnaire surveys had found that the main causes of employees quitting their jobs are: 1. After take-over and before merge: worrying about the future with uncertainty and insecurity; 2. On the reference date of merger: to lose retention from the winning bank; 3. After merger: poor adaptation to the new organizational culture, leadership of management, and difficulty in conforming to working environment. Key Words: Take Over, Merger, Bank, Resolution Trust Corporation, Human Resource Management Practices

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With introduction of information technology, the role of human resources management has transformed from traditional administrative affairs to strategic partners. Each enterprise, whether small or large, can not be divorced from the management of human resources. Finding proper talents; retaining and training employees for enterprises to maintain a strong vitality; providing effective supports to human resources etc. are important issues that human resources management currently needs to face. An ideal human resources management system must not only meet the needs of enterprises, but also be adaptable to the environment¡¦s change. Today, most human resources management systems on the market are in the form of packages and process-oriented; therefore, they have difficulties to cope with the frequently changed environment. As the saying goes, "Know both your opponent and yourself ever victorious", architecture-oriented construction of a system becomes the beacon to many enterprises so that they have a better grasp of the effective integration of resources, in order to create the maximum corporate value. Architecture-oriented human resource management model, abbreviated as AOHRMM, includes enterprise architecture and software architecture, which not only describes enterprise behaviors in terms of interactions among enterprise structures, but also fully applies information technology and system integration. From analysis to design, through macro to micro of architecture-oriented characteristics, AOHRMM is able to complete the construction of enterprise systems with consistency and standardization. Also with communication capabilities of architecture framework, AOHRMM makes all processes transparent, so that enterprise strategies, personnel, and any system all have a consistent direction and goal. In addition to combining resources to achieve the mission, AOHRMM is vigorous with rapid response and flexibility to adjust in consistently changing environment.

The aim of this study is to discuss the query: ¡§When organizations apply different human resource (HR) systems in managing their employees with different characteristics, what will be the employees¡¦ possible performance patterns?¡¨ by modifying and extending Lepak & Snell¡¦s (1999) HR architecture. According to employees¡¦ contribution to the sustained competitive advantages (SCAs), we first identified two main characteristics of employees: complexity and uniqueness. The employees could be further categorized into core, unique, complex, and imitable HR and the HR architecture is thereby constructed. Furthermore, based on agency theory and transactional cost theory, we propose behavioral control and internal development as the two main strategies for managing employees with different characteristics: integration with HR architecture, and construction of human resource management (HRM) architecture. Finally, there are exchange relationships between employees and their organizations. Since psychological contracts reflect employees¡¦ beliefs in the terms and conditions of a reciprocal exchange relationship between them and their employers (Rousseau, 1995), they are viewed as the best linking mechanism between HR systems and employee behaviors (Wright & Boswell, 2002). Accordingly, we adopted psychological contract perspective to discuss the relationships between HR systems and employees¡¦ role behaviors and sequentially proposed the corresponding psychological contract architecture as well as the performance architecture. Multilevel analysis and t-test of data from 172 Taiwanese datasets (172 copies from immediate managers and 806 from employees) revealed that different HR systems not only are applied to manage different types of employees but also elicit different patterns of employees¡¦ performance. First, organizations would like to apply higher levels of internal development and lower levels of behavioral control in managing their core HR. These strategies caused employees to believe that they had a long-term exchange relationship with the organizations and simultaneously improve their in-role behaviors, OCBI, and OCBO. In contrast, organizations would like to apply lower levels of internal development and higher levels of behavioral control in managing their imitable HR. This governance made employees focus on specific performance-reward contingencies in their exchange relationships with the organizations, as well as to enhance their in-role behaviors. Next, organizations would like to apply higher levels of internal development and behavioral control in managing their unique HR. These strategies caused employees to believe that they had a long-term exchange relationship with the organizations, with an emphasis on specific performance-reward contingencies. For this reason, this HR system could prompt employees¡¦ appropriate in-role behaviors and OCBO. Finally, according to the HRM architecture, an organization should theoretically apply a lower level of internal development and behavioral control in managing its complex HR. Since it is not possible to form employees¡¦ psychological contract or create relevant role behaviors when organizations do not actively adopt specific strategies to manage them, we did not empirically examine the relationships between HR systems and employees¡¦ complex role behaviors. However, complex HR still contributes to the SCAs. Accordingly, future research could focus on complex HR and explore which types of HR system would be beneficial in regard to their role behaviors.

Workplace learning is essential to the continuous improvement and competitiveness of organizations. Antecedent training conditions are crucial for training participation. Despite its recognized importance, few studies have proposed theory-based models for predicting the antecedents of training participation. The principal objective of this study was to test the theory of planned behavior (TPB) for predicting public sector training participation. The second aim was to elucidate the factors that influence, directly or indirectly, employee intentions to participate as well as training participation behavior. The third aim was to test the psychological mediators of past behavior and perceived organizational support on training participation intention of public sector. A sample of 1,108 participants was analyzed by structural equation modeling and hierarchical regression analysis to assess path suitability and significance. The empirical results confirmed the applicability of theory of planned behavior for predicting training participation in the public sector. However, the relationship between past behavior/perceived organizational support and intention to participate was only partially mediated by the direct measures of the TPB. This research adds to the extant training participation literature in several ways. First, it applies the TPB model to develop and examine the behavior and intention of participation in training, and the empirical studies conducted to date have not focused on this field. Second, it identifies several constructs and relationships that are new to this area. Third, this study demonstrates that TPB is a proper way to conceptualize the relevant training constructs. This study can help the public sector managers to encourage employees¡¦ participation in training by improving the time availability and assigning current workload, strengthening social support from family members, co-workers and supervisors. Finally, research limitations and areas for future research are discussed.

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