The study of human resource management, competitive strategy and performance: the comparison of indigenous and foreign business in Taiwan Abstract _______________________________________________________________________________________________________ In the 20th century, the characteristics of a successful enterprise are having plenty of resources, sufficient capital, advanced technology and high-quality human resources. But in the 21st century, technology and human resources will become the primary competitive factors that lead to the success of a business and will be the elements of a strong country. Taiwan¡¦s human resource is the strength to build the Asia-Pacific Regional Operation Center. But it is paid less attention to the human resources management of Taiwan¡¦s businesses. This study is to find out the differences of the human resources management between the indigenous and foreign corporations in Taiwan, and the impact on the value of HR, competitive strategies and the human resources management system. Furthermore, this thesis studies how these factors above affect the organization performance. This thesis gathered information for analyzation by mailing questionnaires to the HRM managers or related staffs of the indigenous and foreign businesses in Taiwan. Effective questionnaires sent back are 263 and the effective rate is 11.39%. By using the statistic method, the results of this research indicate that: 1. Besides the capital investment types of European and American have significant difference on ¡§work system¡¨, other types (in Taiwan and Japan) doesn¡¦t show any obvious discrepancies on ¡§HR flow¡¨, ¡§employee influence¡¨, ¡§reward system¡¨, ¡§HR value¡¨, ¡§competitive strategy¡¨ and ¡§organization performance¡¨. 2. American-invested businesses have negative impact on ¡§employee influence¡¨, that means they are inclined to use the human resources management system of ¡§cost reducers¡¨ on employee influence policy and thus have the lower degree of ownership that participated by employees. 3. HR value has significant positive effects on ¡§work system¡¨ and ¡§reward system¡¨, indicating the more the senior executives emphasize on managing human resources, the higher degree to use the ¡§commitment maximizer¡¨ of ¡§work system¡¨ and ¡§reward system¡¨ and the more autonomy for employees, emphasis on employee¡¦s reward system and performance appraisal. 4. HR value and competitive strategy have positive effects on ¡§organization performance¡¨. Considering the results mentioned above, some suggestions are made for both firms and further researches in this field. Key words: human resourses, competitive strategy, organization performance.

ABSTRACT The manpower dispatch development in US, Japan and European country, all become mature industrial stage, in Taiwan also gradually develops under this tidal current, and gradually becomes one of frequently strategies adopt by the enterprise human resources department for human flexible scheduling. The manpower dispatch not only may provide the enterprise human resource in response to peak time or obtains the support of special specialized talented person, simultaneously can outside of administration responsibility, exempt from related cost for the employment of permanent staff, lets the enterprise have the extra mental effort to concentrates in its core specialty, therefore the enterprise get much attention and use it, further enhance its development of the enormous potential. The manpower dispatch already is one of 12 prioritizes service industries in "service industry development guiding principle and the course of action" by the Economic Construction Committee of Executive Yuan, according to the industry and commerce general survey that held by DGBAS (Directorate-General of Budget, Accounting and Statistics) in 2001, there are approximately 790 manpower supplies industry, from the experiences of US, the manpower dispatch will be very important in the future duty field. According to the estimates of Economic Construction Committee, the average labor force are 9,900 thousand people in Taiwan, the dispatch laborer population might reach 300 thousand people in the future. But recently, the type of knowledge worker change the manpower dispatch level (Yang Ch'aoan, 2004). Perhaps the dispatches worker's image impression of most people is still the image of low-end manual worker, the administration worker or the sanitation worker, but the nowadays enterprise's demand gradually transformed to technical role in specialist, high-level white-color worker as well as telecommunication ,marketing specialist. At present in practice, some company runs the dispatch of tradition low level affairs or the labor work, some runs the recommendation or dispatch of the high step personnel (commonly knows as¡Ghead hunting) ,as for the high-level manpower dispatch that different from the dispatch of traditional dispatch and head hunting, in Europe/America and Japan had the explicit law definition and business volume, but in Taiwan is whether feasible? In the limit of not having enough literature for reference, this research attempts from the demand of enterprise, the supplies of high-level manpower, the barrier in practical and the economical scale of market, to analyze its feasibility, provides some reference for the dispatch industry. This research discovered that¡G (1) the high-level manpower dispatch truly has its demand in Taiwan, and increases day by day. (2) the supplies of the high-level manpower due to lack of protection of the law, presents recruits difficult and high turnover. (3) the high-level manpower dispatches will match the expectation for both supply and demand sides (for example, the cognition of the employer, the trust, authorization and support to high-level dispatch manpower, and whether is willing to give reasonable service fee for which provides dispatch service) the challenge still many, was the key point of high-level manpower dispatch management. (4) the business volume of high-level manpower dispatch at present in Taiwan is not enough, and is insufficient to support the dispatch industry to run this service only. (5) the high-level manpower dispatch is feasible, and will be supposed to the mainstream of manpower dispatch market for the future. Keyword: the manpower dispatch, the human resources, high-level manpower, dispatch demand enterprise

Foreign business bank for pursue growth their and survive, adopt outside grow up strategy - make transnational merger agitation sweep across the whole world from American-European countries; Local banks and financial institution are amalgamated successively since 2007 in Taiwan, make this research M&A the discussion of the strategy of human resources management about the transnational financial group, plan to probe into together to the component of relevant human resources strategy while M&A. M&A in different stages of the local bank through foreign business bank, the role and adopting the human resources strategy that human resource department acts, make a analysis and make a self-criticism, M&A abroad as financial circles of our country or financial circles of our country of merger and acquisition of other foreign business banks, the human resources strategy of getting on the transnational merger and acquisition of financial services industry are correlated with the normal reference that adjust, in order to offer my humble opinion of several improvement for transnational merger of the financial services industry. Sincere as described above, originally research and propose the main research purpose: 1. Foreign business bank consider what it will be factor while being managerial while being other to human resources management in transnational merger and acquisition¡F2.Before M&A, the human resources management strategy which both sides adopt in management¡F3.While M&A the human resources management strategy which both sides adopt in management¡F4.After M&A, the human resources management strategy which both sides adopt in management. In this research, go on by way of interview of case mainly, it is two foreign business banks altogether and accept interview, hope in can have more scholars go on to study field this while being in the future too. This result of study points out, should be participated in M&A trade activity in the whole journey soon in the previous administrative department of human resources of merger and acquisition, act strategy plan role, because human resources management strategy can reduce merger and acquisition problem of course take place effectively; Cooperate with the capital of human in advance to check information at the time of merger and acquisition, can find that hide the factor that destroys merger and acquisition and succeeds ahead of time, sketch the contours of company's development plan and wish the scene in the future, in order to consider the policy which organizes adjustment completely, can increase key personnel's commitment; Cooperate with the implementation of the score card of the equilibrium to grasp the execution effect planned in merger and acquisition and feedback chasing after merger and acquisition? Revitalize management strategy and direction of new organization, enable all efforts in human resource department to connect to the milestone, guarantee the procedure can focus on and accomplishes the task of M&A in right time continuously. So this research proposes, support human resource department to give play to the strategy partner role in initial stage for merger and acquisition, participate in M&A the course in the whole journey, can give play to the productivity of organizing effectively, reach and M&A the comprehensive result.

In recent years the entire environment, the government policy's change, caused the human resources management domain to start to receive takes seriously, was not exceptional in Taiwan's medical industry, for these years they realized the human resources management slowly important, and started some transformations, therefore we might see some successes transformed human resources department, but also had many not clear own role localization. Because past medical service industry this aspect studied the subject not to be many related, therefore this time adopted the nature interview way, hoped that might take advantage of this obtains the multiplex information, and helped Taiwan medicine human resources department to be clearer locates their role, might become the strong character which finally the hospital could not lack. But this will study us to discuss 13 hospitals from the past the reason which, the change bottleneck and they will change to the future human resources roll play tendency. The findings discovered that in the past the hospital human resources department nearly simultaneously was playing ¡§the performer role¡¨, was engaged in the work content by ¡§the personnel management¡¨ primarily, after five year about change, they simultaneously was acting at present three to seven kinds of polytropic role, they also will have in the future very high hoping to themselves, they hoped that made great strides forward toward the strategic human resources management, displayed the human resources positively truly, initiative, characteristics and so on innovation, reform, played ¡§the innovation role¡¨. At present urges the human resources department fast transformation the factor is ¡§the human resources manager, the leader/higher order is in charge of the idea, the government new policy system¡¨ the influence, but simultaneously ¡§the human resources manager or the personnel specialized insufficiency, the human resources understaffed¡¨ also limits them to transform, therefore present stage human resources personnel specialized ability's enhancement becomes with the information ability's promotion very important.

Thesis (Ph. D.)--Rutgers University, 2009. / "Graduate Program in Industrial Relations and Human Resources." Includes bibliographical references (p. 226-235).

Thesis (Ph. D.)--Rutgers University, 2009. / "Graduate Program in Industrial Relations and Human Resources." Includes bibliographical references (p. 96-107).

Thesis (Ph. D.)--Rutgers University, 2009. / "Graduate Program in Industrial Relations and Human Resources."

Bachelor thesis. / Format: PDF. Bibl.

Denna studie grundar sig i ett uppdrag från Trafikverket med avsikten att undersöka hur enmångfaldsstrategi kan få ökad effekt i organisationen. Utgångspunkten för denna studie är attdet tycks krävas mer forskning kring hur HR strategiskt kan arbeta med mångfaldsfrågor ochintegrera dem i organisationens alla delar. Syftet med denna studie är således att identifiera hurHR strategiskt kan arbeta med mångfaldsfrågor. Vidare är syftet att visa hur ett strategiskamångfaldsarbete kan bli mer effektivt.Teorier som belyser begreppet mångfald, effekterna av mångfald, strategi, Human ResourceManagement och Strategic Human Resource management kan ses ligga till grund för ettframgångsrikt HRM-arbete med mångfald. Ledarskap, kommunikation, kunskap och att se tillorganisationskulturen belyser teorin som viktiga komponenter för att ett strategiskt arbete skabli mer effektivt och ge effekt i organisationen.Studien bygger på en deduktiv ansats och en kvalitativ metod har genomförts utifrån treindividuella intervjuer och två fokusgrupper. De individuella intervjuernas syfte var att belysaorganisationens nutida arbete med mångfald, framtida perspektiv för hur ett strategisktmångfaldsarbete kan utformas och en målbild för vad arbetet ska resultera i. Den enafokusgruppen bestod av medarbetare från HR från olika regionkontor i landet och hade somsyfte att klargöra hur HR strategiskt kan arbeta med mångfald. Den andra fokusgruppen bestodav chefer från olika regionkontor i landet och hade som syfte att belysa chefers roll och vad deeftersöker i ett strategiskt mångfaldsarbete.Resultatet från intervjuerna har analyserats utifrån den teoretiska referensramen och i dennastudie har vi kommit fram till och identifierat flera betydelsefulla faktorer som för HR är viktigai utformandet av en mångfaldsstrategi. Det är viktigt att definiera begreppet mångfald, klargöraansvarsfrågan, visa på varför organisationen bör arbeta med månglad och kommuniceraeffekterna. Vidare är det viktigt att koppla mångfaldsstrategin till övriga HRM-aktiviteter ochorganisationens övriga strategier och mål för att det strategiska arbetet ska ge effekt. Kunskapom mångfald och att se arbetet som ett förändringsarbete där ledningen utgör en viktig roll harvisat sig vara väsentliga faktorer för att arbetet ska få värde i organisationen. / This study is based on an assignment from the Swedish Transport Administration with the intention to examine how a diversity strategy can be more efficient in the organization. The starting point for this study is that it seems to require more research on how HR can strategically work with diversity issues and integrate them with the rest of the organization. The purpose of this study is to identify how Human Resources strategically can work with diversity. An additional purpose is to show how a strategic diversity work can be more effective.Theories that highlight the concept of diversity, the effects of diversity, strategy, Human Resource Management and Strategic Human Resource Management can be seen as a basis for a successful strategic HRM with diversity. Leadership, communication, knowledge and organizational culture highlight the theory as important components to strategic efforts to become more efficient and provide the power in the organization.The study is based on a deductive approach and a qualitative method has been used on the basis of three individual interviews and two focus groups. With the individual interview, the purpose was to highlight the organization's contemporary work with diversity, future perspectives on how strategic diversity efforts can be designed and a vision for results. One focus group consisted of employees from HR from various regional offices in the country and were intended to clarify how HR can work strategically with diversity. The other focus groups consisted of executives from various regional offices in the country and were intended to highlight the role of managers and what they are seeking in a strategic diversity effortThe result of the interviews were analyzed based on the theoretical framework. In this study we have come up with and identified several significant factors for HR that are important in the design of a diversity strategy. It is important to define the concept of diversity, to clarify the issue of responsibility, to show why the organization should work with diversity, and communicate the impact. Furthermore, it is important to link diversity strategy to other HRM-activities and the organization's other strategies and objectives for the strategic work to effect. Knowledge of diversity and to see the work as a process of change, where management is an important role, have proved to be essential factors for the work to get the value of the organization.

Då det många gånger antas att HR bär på kunskap som skapar goda förutsättningar för effektiva och metodiska arbetssätt väcktes vår nyfikenhet för att undersöka hur HR arbetar. Eftersom att vi också har sett tendenser till att detta är trendstyrt blev vi intresserade av de agila metoderna, som syftar till att arbeta flexibelt och dynamiskt. Syftet med vår uppsats är därför att identifiera hur arbetsmetoderna hos en specifik organisations HR-funktion ser ut och jämföra dess likheter och skillnader med de agila metoderna samt att analysera hur organisationen ifråga i framtiden kan använda sig av agila metoder. Vi valde att göra en kvalitativ studie där vi telefonintervjuade fyra stycken medarbetare inom en specifik HR-organisation. Vår teoretiska referensram har vi byggt upp genom att leda läsaren i hur klassiskt HR ofta ser ut och föregångare till agila metoder för att sedan förklara vad det agila innebär, vilken människosyn det präglas av samt att vi förklarar en av metoderna som används. Resultatet från våra telefonintervjuer har bearbetats utifrån rubrikerna i det agila manifestet och roller inom det agila för att därefter delas in under resultat respektive diskussion. I vår resultatdel besvarar vi våra två första frågeställningar och i vår diskussionsdel diskuterar vi kring vår tredje frågeställning och ger förslag på hur HRorganisationen kan använda sig av agila metoder. Vårt resultat visar på fler skillnader än likheter mellan hur HR-organisationen idag arbetar jämfört med de agila metoderna. Exempelvis kan de arbeta mer aktivt med feedback och att involvera medarbetarna bättre i målsättningen. Det framkom också att de sällan ser över sina mål, utan istället i relativt hög utsträckning låter dem vara så som de utformades från början. Vi fann även vissa likheter i att organisationen vill arbeta förändringsbenäget, precis som det agila förespråkar, men att det kanske finns en viss diskrepans mellan vilja och verklighet. Vi tror att HR-organisationen i framtiden skulle kunna arbeta med agila metoder bland annat genom att tillämpa scrum, arbeta med talangmappar och att använda ”talent mobility” som en strategi.