Prior research has shown that differences in human resource management (HRM) perception/practices do exist between nations. These differences have been attributed to variations in culture. The fundamental purpose of this study was to determine whether subcultures differing in location, religion, and ethnicity significantly affect perception/ practices of human resource management within a common national context (Indonesia). A secondary purpose of the current study was to compare with those found within Indonesia by the Best International Practices Consortium or Best Practices Project (BPP). Participants in the present study were 762 agri-business employees who were members of three distinctly separate subcultures within Indonesia; Sundanese/ Javanese, Balinese, and Minahasan. Data are obtained through the distribution of written questionnaires modeled after those employed by the BPP. Within each subculture, there were numerous disparities between current perceived practices and those desired by employees. This study also revealed several significant differences in HRM practices and perceptions across the three observed subcultures in the areas of hiring, training, performance appraisal, leadership, and communications. Participants reported differences in current and desired managerial styles across subcultures. However, within these groups, current management practices matched employee preferences. The overall findings of the present study differed from those of the BPP. These differences may be attributable to dissimilarities in the samples for the two studies’ samples. This study indicates that employee attitudes and perceptions of HRM practices do differ across cultural boundaries within a common national context. This discovery has wide implications for international companies which may be looking to establish overseas enterprises in countries with diverse cultural populations.

The field of strategic human resource management attempts to investigate the role and contribution that human resources may provide to organizations. Although various theoretical perspectives have been applied to the field of strategic human resource management, some scholars still label this field as atheoretical. I apply discretion theory to this atheoretical discussion with the expectation that discretion theory will allow a better examination of what may be occurring in the “black box” between human resource practices (i.e. high performance work practices) and organizational outcomes. Specifically, my intent was to determine under what conditions human resource managers might influence the high performance work practices/organizational outcomes relationship. I surveyed dyads consisting of one senior human resource manager and one other human resource employee within various organizations to assess 1) the nature of the human resource practices that each organization employs, 2) the intensity of the senior human resource manager’s individual discretion, and 3) the intensity of the organization’s contextual discretion. Moderated regression analysis was utilized to test each hypothesis. Upon testing each hypothesis, partial support was found for the following hypotheses: Hypothesis 1a: The use of high performance work practices will be negatively related to absenteeism, Hypothesis 1b: The use of high performance work practices will be negatively related to turnover, Hypothesis 2a: The use of high performance work practices will be positively related to ROA, Hypothesis 3b: Individual discretion will moderate the relationship between HPWPs and turnover: specifically, HPWPs will be more strongly related to turnover (i.e. less turnover) when individual discretion is high than when individual discretion is low, and Hypothesis 4a: Individual discretion will moderate the relationship between HPWPs and ROA; specifically, HPWPs will be more strongly related to ROA (i.e. higher levels of ROA) when individual discretion is high than when individual discretion is low. No support was found for Hypotheses 2b, 3a, and 4b. With respect to each of the three-way interaction hypotheses, slope difference tests revealed that none of the slopes for were significantly different from one another, hence no support was provided for Hypotheses 5a-5c, 6a-6c, 7a-7c, and 8a-8c.

The major of this study is to examine human resource professionals¡¦ competencies in car manufacturing industry and identify their affectability.This study perceived 20 competencies in four domains: strategic human resource expertise, general human resource functional expertise, self-development and support & service for employee to examine their importance through the Analytical Hierarchy Process, AHP.The results of this study indicate that the HRM expert of car manufacturing industry weighting the strategic human resource expertise with 51.1% related to the other three domains, general human resource functional expertise with 21.8%, self-development 10.5% and weighting support & service for employee for 16.7%.The result emphasizes the importance of strategic human resource expertise and the general human resource functional expertise follows. The HRM competencies in Taiwan are still ranged in training and development of employee, usage of HRM information system, performance review and compensations & benefits. But the experts reach the common consensus that the strategic human resource expertise will be the most important competency for the requirement as the circumstance changing.

Abstract In an enterprise, the purpose of any strategy or management activity is to enhance the business performance and corporate competitiveness. Therefore, the management of an enterprise employs different human resource management systems, utilizes a variety of specialists, materials, capitals, and information systems to lift up the human capital, and in turn, the business performance. Therefore, this research focuses on the influence of the team performance by utilizing variety of human capital and activities. It also discusses the effectiveness of different team leader empowerment in different enterprise. The software industry in this research is categorized based on the industry classification ¡¥Industrial, commerce, and service industries survey¡¦ by the Executive Yuan, including computer software industry (program design, system design, system analysis, packaged software design, system administration), computer system integrated service industry (system integration, turn-key system). A total of 420 questionnaires were distributed to 63 companies; 181 valid questionnaires were returned at the usable response rate was 43.10%. This research applied 12 human resource management activities as the basis for discussion over the effect of human resource management activity to the organizational performance, and generalized three factors, that are factor (1) human resource development, factor (2) teamwork design, and factor (3) member relation. In respect to these three categories, this research also defines the empowerment of team leader in enterprise into three aspects as (1) ¡§self-awareness of development¡¨, (2)¡¨team relationship discipline¡¨, (3) ¡§team relationship influence¡¨. The research findings showed that the human resource management activity (which is adopted by the software industry with high human resource capital) has three symptoms regarding to team performance. (1). Enhanced by team member relationship management system. (2). Team leader empowerment has no significant impact on team performance, as contrast to team empowerment has negative relationship with ¡§Quality Acceptance¡¨. (3). Different team leader empowerment resulting different team performance and it varies with different kind of business / industries.

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In recent years, Taiwan have some unprecedented crises to be faced with. Such as the recession of economic growth, the raise of unemployment rate. Furthermore, joining to the WTO ( World Trade Organization ).made an incredible change of the whole industrial structure which never happened before . Therefore, globalization and internationalization have replaced with the traditional operation mode. Many enterprises involved in regrouping , merging, laying off, closing down. and the etc.. As a result, the enterprise have to transform their business structure urgently. The valid strategy for developing human resources can increase the efficiency of the organization. Urge the development of the organization to combine with the employee's career management mutually. Therefore, it provides help to raise the ability of employees and understand their own potential through the organization management. The enterprise can also program the strategy of human resource according the enterprise's long term goal to combine the employee's technical ability and the manpower which the organization need in future. The enterprise can exalt organizational performance and lends to win ¡Vwin situation. This research surveys with the human resource supervisors whose name listed in "The 5000 greatest enterprises in 2002" published by Chinese Credit Agency , Taichung human resource supervisor association membership, 2002 Taiwan science-based industrial parks union . There are 114 valid survey samples and the validity is 22.8%. All the data are analyzed by the SPSS & LISREL software . The substantial evidence shows that : (1)There is no obvious relationship between the transformation of enterprise and organizational performance . The organizational performance can be promoted through the operation of the human resource management. (2) The transformation of enterprise and the employee's training have highly positive relation. Hence, the organizational performance can be improved through it. (3)The transformation of enterprise and the organizational career management have highly positive relation, and the organizational performance can be promoted by the organizational career management. (4)Different enterprise characteristic has the obvious deviation on each factor. Key words: The transformation of enterprise, Human resource development , Organizational performance.

There are substantially researches talking about departments with various functions inside companies also external connections with different parties outside. No matter researching which perspective, employees are consistently playing a key role. Regarding to a company, there are some people with more or less specific knowledge backgrounds to be unified. In today¡¦s business world, knowledge apparently becomes a surviving tool. It is the reason that ¡§knowledge economics¡¨ was created and develop theories in ¡§knowledge management¡¨ field. As far as managers concerned, employees are a group of people inside the company who should be paid attention to not merely on skin deep level. By means of having further sensitivity to motivation factors of employees, a lot of helpful methods can be found for win-win solutions. If companies expect employees with motivations, the initiative is to figure out how to let employees really make themselves ¡§motivated on jobs¡¨ instead of banking on only money matters. It is no doubt that line managers and HR managers should spend time working on this issue since one of the objectives to be managers is to manage people under authorities. This thesis would be practically valuable for managers on supplement by interview results because line managers, human resource managers and employees have extremely close relationships for organization¡¦s brighter future. Key Words: motivation factor, line manager, human resource manager

In order to pursue the better service quality and the more long term customer relations, more and more many enterprises considered establishes the guest to take the center to respond the customer as necessary the demand; But because voluntarily establishes the guest to take central the cost too to be huge, as well as the specialized technology obtains with difficulty, the most enterprises choice and outside the specialized committee the company cooperated after the careful appraisal, cause the guest to take outside the committee the demand in recent years the large increase. Because the modern enterprise's competition is intense, how will sell, stratification plane union and so on the marketing, customer service will be one, will be the modern enterprise strives for the time the important topic, therefore the guest will take outside the committee the tenderer whether will be able to respond the enterprise customer immediately the demand, and if will establish long-time and the stable partnership, then will become the guest to take the key aspect which whether outside the committee will succeed. In addition, the guest takes outside the committee the tenderer to have to assist the customer to solve the multiplex talented person demand problem in the shortest time, therefore elastic human resources management, is the guest takes the biggest challenge which outside the committee the industry faces. This research utilizes half structural formula interview, carries on depth interview to the document company participant, and interview of manuscript, the electronic files and the written material the penetration document company, auxiliary by the home, outside are connected the literature, analyzes the guest to take outside the committee the tenderer and the customer establishment partnership various stages interaction key, and its the human resources management design and the operation, finally infers goes visiting outside the clothing committee the industry if the customer establishment partnership model. This research discovery, the enterprise chooses the guest takes outside the central committee the main reason to develop for the dedicated occupation, suddenly to reveal the cost benefit and obtains the specialized knowledge. The enterprise chooses when the guest takes outside the committee the supplier, pays great attention to the specialized ability does not have the question, the cooperation experience for the communication in is rich, the systematic surface specialized and the specialized organization approval. Outside the committee both sides establish the partnership the process to be possible to divide are three stages: Service development, special case management and transport business management. But human resources management penetrates recruits the assign, the training development, the salary system and the achievements appraisal and so on the daily operation, has the quite tremendous influence to the special case management and transport business management stage partnership.

Human resource management is the main part of enterprises competitive ability recently. It is also prized by global famous enterprises. Human resource management function should aggressively participate in the core planning in twenty-first century. Because it is that human resource professional personnel are emphasized, we should pay more attention on personality traits and career orientations which human resource professional personnel have. Therefore, we take human resource office detail analysis for an example at first. The target of this study is to realize the relationship between personality traits and career orientations of human resource professional personnel. We hope that enterprises can be good of using personality traits, and plan career orientations well. This research is grounded on the theoretical basis derived from related literature. Then, questionnaire investigation is adopted with the human resource professional personnel taken as the targets. Use simple sampling investigation approach to get the sample, then taking questionnaire survey. The number of valid questionnaires obtained is 255.The followings are concluded after conducting quantitative analysis in statistic method with the information obtained. 1. Personality traits of human resource professional personnel integrally trend to conscientiousness and agreeableness, followings are extraversion¡Bopenness to experience, and neuroticism. 2. Career orientations of human resource professional personnel integrally trend to occupational and stable, following types are management and promotion. 3. For the group belongs to agreeableness, the career orientations is stable. 4. For the group belongs to conscientiousness, the career orientations is management. 5. For the group belongs to extraversion, the career orientations is promotion. 6. For the group belongs to neuroticism, the career orientations is management. 7. For the group belongs to openness to experience, there is no evidence to say that the career orientations have significant relationship. It is discovered that the personality trait of human resource professional personnel have certain tendency and normality, and career orientations are related with personality traits. Enterprises and organization should emphasize the relationship between personality traits and career orientations of human resource professional personnel. To choose correct human resource workers can help the development of the enterprises and organization, so does set stable profits. When choosing appropriate human resource professional personnel, enterprises and organization can take this study as a reference to help themselves recruit develop, select, employ, educate, etc. Then bring the most profits and growth to enterprises and organization.

Hsin-Chu Science Park was founded in 1980. During 24 years development, it has unique cluster advantage for promoting Taiwan information technology industry to the world. Being that, Taiwan become the 4th largest semiconductor manufacture country and 3rd largest IT industry country in the world. Because of such successful experience, Hsin-Chu Science Park has been well-known and has been duplicated his experience to other countries in Asia. Government among Asia countries lead to found new science park such as China. China plan to establish 152 science parks in 21st Century. China has numerous natural resources which helping them for establishing science park. Under this circumstance, IT industry in Taiwan will face highly competitiveness in the future. Taiwan IT industry has to apply organization changes become great agency for gaining advantage for continuing organization effectiveness. The study targets the company of Hsin-Chu Science Park and surveyors of the HRM and is made in questionnaires. A total of 300 copies are issued with 110 valid ones collected and analyzed in SPSS. To begin, descriptive statistics are used to analyzed basic data characteristics of the variables. Relevant analysis and level regression analysis are adopted to discuss between relevancy of variable and whether there are distinctive influences. The results are: 1.The leadership of Change management and the efficacy of human resource has distinctive influences.¡C 2.Human resource strategic and human resource efficacy has distinctive influences. 3.Human resource strategic has partial intermediary effect to organization change strategic and efficacy of human resource. 4.The HRM involvement has not distinctive monitor effect to human resource strategic and efficacy of human resource.