The main topic of discussion of this research is about the functions and role-played by high-tech human resources employees and to confirm what are the key factors needed to assure success at the role they play? How to maximize human resources functions and role they play to achieve the goal of empowering the industry¡¦s added value and efficiency, this is to be the main consideration of a human resources expert personnel in self-improvement. Ulrich¡¦s role vantage point was used in this research during observation, 4- role structure was applied and 20 appraisal standard tests were designed. Through experts¡¦ discussion and comparison to confirm the importance of 4 role structures, the order according to it¡¦s importance are the following: 1. Strategic human resources management 2. Employees contribution management 3. Company basic constructive management 4. Transformation and changes management. The Analytical Hierarchy Process AHP was applied during the processing of this research, after sorting and organizing the experts¡¦ evaluation and comparison of each role structure, the result shows that, 1.In high-tech industry human resources role structure comparison, the strategic human resources management is the most importance with a highest importance value of 43.9%, the other structures value of importance are: Employees contribution management 21%, company basis constructive management 18.4% and transformation and changes management 16.7%. The results conform with Ulrich¡¦s (1997) view about the human resources experts¡¦ emphasis should shift from ¡§doing the things¡¨ to¡¨ achievable result¡¨. 2.Fitzenz (1993) thinks that the organization and human resources management can lead to high-performance results. It encourages people to join the organization it should join, continue to produce high production rate, long-term organization commitment and maintain the competitive edge, the result of this research also conforms to that opinion. In the high-tech industry where the competition is stiff, to be able to maximize the human resources cost is the greatest benefit. Employees¡¦ contribution management has always been the main important point at work, that¡¦s why it is next important to the strategic human resources management, it is worth for human resources personnel to pay more attention to. 3.This research¡¦s scope is only within the high-tech industry, it was found that the transformation and changing management¡¦s less important than the other 3 structure, it did not receive much attention contrary to the general opinion that high-tech industry demands more change. As a logical conclusion, due to difference in company life cycle, product life cycle, level of technical R&D, therefore the degree of these needs are not the same, moreover, changes needs the support of the higher management and a proper timing, also, it cannot be executed at the same time so it¡¦s actual level of importance was limited. 4.Human resources strategy must be in consolidated with the enterprise strategy this research matches several scholars¡¦ opinion. In the 20 items of evaluation standard, the most important structural phase is the strategic human resources management where 3 items were included in the first 5 items of the evaluation standard. The items included are: coordinating the human resources matters and operation strategy comparative importance 14.1%, cooperate with enterprise goal in setting the human resources strategy, comparative importance 11.5%, joining the drafting of business operations strategy, comparative importance8.2%, this only shows that strategic human resources management is the most crucial key structure phase.

Securities investment trust industry was in fact an oligarchy in Taiwan. Under the restriction of governmental regulation, there were only China(¤¤µØ), International(°ê»Ú), Abn-Amro (¥úµØ), and National(«Ø¥°) securities company in existence before 1992. As the development of global financial liberalization going and the effort of government trying to join WTO, domestic financial policy is growing wide open. The threshold for the establishment of securities investment trust corporation company has been constantly adjusted since 1995; moreover, the qualification for being a shareholder of securities investment trust corporation company is loosen. The possibility of establishing securities investment trust corporation company with 100% foreign funds or domestic funds has attracted national and international corporations to establish investment trust corporation company in Taiwan. There were a total of thirty-eight (38) investment trust corporation companies in Taiwan by the end of 1999. A fund management company must be a financial institute that is stable and capable of providing investors with long-term profits. However, the newly born domestic securities investment trust corporation company has indeed grown rapidly but learned from the hard way too. The turnover rate of management is beyond imagination. According to the statistics of Investment/Trust and Investment Consulting Association, managing director of securities investment trust corporation company lasts for only 16 months in general up to 1999. In fact, there are only six (6) managing directors with a seniority of two (2) years that responsible for fund management amounts to NT$774.2 billion. The rapid growth of securities investment trust corporation company has reinforced the need of securities investment and trust company for professional managers; therefore, competition is brutal, turnover rate of employment is high, and operational risk is severe. The securities investment trust corporation industry relies its operation heavily on ¡§talents.¡¨ No matter it is for the promotion of fund business or the management of fund assets, it is done by ¡§people.¡¨ Therefore, the number of people and the quality of talents do affect operation and business performance; therefore, the importance of human resources management strategy goes without saying. Securities investment trust corporation industry in Taiwan will be discussed in this study with a focus on the impact of business environment, business characteristic, business strategy, and human resources management strategy on operation performance. Interviews will be conducted in accordance with the content of questionnaire; also, research hypothesis will be verified through statistical analysis. It is concluded from research result that there is a significant relation existed between business environment and business strategy; also, business capabilities and business strategy; and business culture and leadership. There is a significant positive relation between the application of ¡§human resources management strategy¡¨ and ¡§investment differential strategy,¡¨ ¡§number of workers,¡¨ ¡§information control,¡¨ and ¡§number of beneficiaries.¡¨ On the contrary, there is a significant negative relation between ¡§the establishment of branch office¡¨ and ¡§human resources management strategy.¡¨ If all variables do comply with human resources management strategy, operation performance could be upgraded. Moreover, once securities investment trust corporation company adopts ¡§investment differentiation strategy,¡¨ the application of ¡§human resources management strategy¡¨ will be with an orientation of ¡§accumulative¡¨ strategy. Once investment and trust company starts establishing branch office, in other words, once organizational operation is in a larger scale, the adoption of ¡§human resources management strategy¡¨ will be with an orientation of ¡§accumulative¡¨ strategy. It is also concluded from the study that a securities company with business capabilities outperforms the one without. Recommendation is made to securities investment trust corporation company in accordance with research result regarding the importance of human resources department or unit. At the time of drafting up human resources management strategy, it is important to give it a thorough and complete consideration and match it up to organizational business strategy in order to regulate appropriate human resources management strategy and to improve organizational performance. Moreover, the management should strive to develop the core competitiveness of company and to control its competitive advantages. We would like to suggest the successors to exercise multiple criteria for performance evaluation; also, to expand the scope of research in order to improve research value.

Abstract By following changeful environment and global competition trends, business strategy has an enormous influence toward enterprises. The most significant resource in an enterprise is manpower. Therefore, this research attempts to fit the relationship through environment uncertainty, the enterprise business strategy and human resources flexibility strategy. Besides, the research will discuss the human resources strategy how to make human resources flexibility fit and adjust business strategy practically, then promote to create enterprise competitive superiority, to follow external environment to reach enduring competitive capabilities, and to have double win. This research method adopts depth interviews and discussions with four individual cases. These four companies in this research are high-tech multinational stock companies. Their main products are different¡G crystal, IC¡]Integrated Circuit¡^seal and test, electric capacity, electric photography and scanner, etc. Totally there are 19 companies (including branches and subsidiaries) in investment cases. To build this method construction in this research by literary studies has found out the management connection among these case studies which all get involved with environment uncertainty, business strategy and human resources flexibility strategy. Four key findings are: (1) When the enterprise is aware of the low general environment uncertainty, characteristic business environment uncertainty and industrial environment uncertainty, business strategy should take it in terms of prospector and human resources flexibility strategy should select temporal working day and flexible wages. (2) When the enterprise is aware of the high general environment uncertainty, and low characteristic business environment uncertainty and industrial environment uncertainty, business strategy should take it in terms of prospector and human resources flexibility strategy should select temporal working day and flexible wages. (3) When the enterprise is aware of the low general environment uncertainty and characteristic business environment, and high industrial environment uncertainty, business strategy should take it in terms of defender and human resources flexibility strategy should select functional and numerical flexibility (4) When the enterprise is aware of the low general environment uncertainty and characteristic business environment uncertainty, and middle industrial environment uncertainty, business strategy should take it in terms of analyzer and human resources flexibility strategy should select functional and temporal flexibility. The conclusion is an enterprise must have different business strategies to fit environment uncertainty. If the enterprise can execute the human resources flexibility strategy at all times, they can build up effective management systems, and promote competitive conditions

Due to the rapid development of the retail industry in Taiwan, the transaction cost of product circulation is reduced, thus promotes the economic growth and improves people¡¦s living standard. The reason businesses can succeed in the retail industry in Taiwan is generally because they have correct business models and strategic positions. However, they cannot usually maintain their human capital due to bad job characteristics and lack of sound personnel systems. With the maturity of the industry, improvement of human resources management is absolutely the primary source of differentiation for business competition. This study is based on 7-ELEVEN, one of the leaders in the retail industry in Taiwan, to explore the current circumstances of job satisfaction of the convenient storekeepers, and then to find out effective ways that help upgrade their human resources management and finally offer some comments. The findings of this study are as follows: 1. The convenient storekeepers of 7-ELEVEN in Taiwan have high degree of job satisfaction because the work value of the employees matches up well with the job characteristics of the organization. 2. In this study, 6 dimensions in job satisfaction have been sorted out by factor analysis. They are ¡§organization administration and development¡¨, ¡§supervisor leadership¡¨, ¡§autonomy¡¨, ¡§nature of work¡¨, ¡§work support¡¨, and ¡§social relation¡¨. Among the degree of satisfaction on the 6 dimensions, ¡§work support¡¨ and ¡§social relation¡¨ are higher, while ¡§organization administration and development¡¨ and ¡§supervisor leadership¡¨ are lower. 3. According to the result of ANOVA, different personal variables have significant influences on job satisfaction: different ¡§academic background¡¨ have significant difference on ¡§supervisor leadership¡¨; different ¡§storekeeper seniority¡¨ have significant difference on ¡§nature of work¡¨; different ¡§working region¡¨ have significant difference on ¡§social relation¡¨. Moreover, different ¡§storekeeper category¡¨ and ¡§working region¡¨ both have significant difference on ¡§total job satisfaction¡¨; ¡§female storekeepers in Kaohsiung¡¨ have significantly higher degree of ¡§total job satisfaction¡¨ than other groups. 4. According to the result of regression analysis, ¡§organization administration and development¡¨ is the only factor having significant influence on ¡§total job satisfaction¡¨. Therefore, improving ¡§organization administration and development¡¨ is the most effective way to increase ¡§total job satisfaction¡¨.

Recently the labor dispute, by the laborer requested the employer pays the retirement pension, discharges with severance pay, the wages event for the most large amount, in the human resources management reduces staff the dismissal for the employer to express on own initiative behavior of the termination labor contract, is because the employer folk remedy meaning expressed occurs, is really big rights and interests of influence regarding the laborer.Therefore, this article has the dismissal jurisdiction, gets employed the protection with the laborer the contradiction and the conflict discussion, by home four big industry practice utilization in, regarding employer and laborer during divergent interest, obtains during the suitable balance the thorough discussion. The research goal in the financial storm occurrence, the industrial structure change and the whole employment environmental variation, grows the question which the enterprise reduces staff, causes unemployed's ratio to climb.Speaking of the enterprise, reduces staff the benefit which in the cost reduces, relative also has in the management strategy negative management the influence, and remains in office the staff the intrinsic psychological concealed worry which initiates after the event.Do take the mean value difference examination ¢wt test and the mean value variation analysis ¢wANOVA concept and the statistical analytic method as the analysis tool, when organizes front to consider must pick the line to reduce staff, should consider the staff innermost feelings, the enterprise completes the properly necessary measure, assists these the laborer who reduces staff, with remains in office staff's psychology, more promotes to the organization centripetal force.

No description available.

Thesis (Ph. D.)--Rutgers University, 2009. / "Graduate Program in Industrial Relations and Human Resources." Includes bibliographical references (p. 69-84).

Thesis (Ph. D.)--Rutgers University, 2009. / "Graduate Program in Industrial Relations and Human Resources." Includes bibliographical references (p. 120-131).

The economic context changes, companies adapt and recruitment evolves. As future managers and leaders, or simply new actors in the working environment, this is our duty to be aware of the demand of the market. The economic situation has a huge impact on the recruitment and this more so in a crisis period (Aswegen, 2009). In order to respond of the need of flexibility, facing crisis situation or simply facing the need of change, Interim Management seems to correspond to this request or is at least one of the tools that companies can take into consideration. During the previous phase of our thesis, we realized that only a few people were aware of this promising concept of management. It became a challenge for us, we wanted to know more about this topic and to write a paper in order to share the knowledge that we would gather through the process of depicting this emerging phenomenon called „Interim Management‟ while remaining objective. During our research and interviews, we met recruitment consultants, Interim Managers, and corporate human resources directors; all of these meetings helped us to understand companies' needs and what they expect when hiring Interim Managers. Our thesis aims at explaining and depicting the emerging concept of Interim Management in order to give our vision of the reality.

Darbo objektas: žmogiškųjų išteklių formavimas sporto klube. Darbo tikslas: išanalizuoti žmogiškųjų išteklių formavimą sporto klube „X“. Darbo uždaviniai: 1. Atskleisti žmogiškųjų išteklių sampratos teorinius aspektus nustatant žmogiškųjų išteklių svarbą organizacijai; 2. Išanalizuoti žmogiškųjų išteklių formavimo esmę ir būtinumo teoriją; 3. Ištirti žmogiškųjų išteklių formavimą sporto klube „X“. Išvados: 1. Žmogiškieji ištekliai svarbus komponentas galintis prisidėti prie organizacijos konkurencinio pranašumo kūrimo. Žmogiškieji ištekliai yra kaip vieni sunkiausiai pasiekiamų arba apskritai nepasiekiamų bet kokio verslo konkurencinių pranašumų. Žmogiškieji ištekliai laikomi pagrindiniu organizacijos ištekliu, nes atskiri asmenys pritaiko vis kitus išteklius bei turi reikšmingos įtakos organizacijos pelningumui ir efektyvumui. 2. Žmogiškųjų išteklių formavimas yra būsimojo organizacijos personalo poreikio planavimas, įvertinantis tiek vidinę organizacijos veiklą, tiek išorės aplinkos veiksnius. Žmogiškųjų išteklių formavimas šiandien yra uždavinys kylantis dėl konkurencinės, besikeičiančios aplinkos, darbo jėgos stokos, nuolat kintančios demografinės situacijos ir vyriausybės spaudimo apsaugoti darbuotojus bei jų aplinką. Tradicinio žmonių išteklių planavimo modelio paskirtis – pasiekti balansą tarp darbo jėgos poreikio ir pasiūlos prognozėse. Paklausą apsprendžia organizacijos tikslai ir strategijos, aplinka ir personalo panaudojimo būdai organizacijoje. Darbo jėgos... [toliau žr. visą tekstą] / The object: forming human resources in sports club. The objective: to analyze the formation of human resources in sports club "X". Work tasks: 1. Reveal the theoretical human resources aspects determining importance of human resources in the organization; 2. To analyze the essence of the human resources development and the need for theory; 3. To investigate the forming of human resources in sports club "X". Conclusion: • Human resources are important component of which may contribute to an organization's competitive advantage creation. Human resources are one of the most difficult to reach, or generally inaccessible to any business competitive advantages. Human resources are seen as a major resource for the organization, as individuals adjust other resources and still have a significant impact on an organization's profitability and efficiency. • Human resource formation is the personnel need for future planning, assessing both the internal activities of the organization, and external environmental factors. Human resource forming today is a task stemming from the competitive, ever-changing environment, the lack of labor, constantly changing demographic situation and the pressure on the government to protect employees and the environment. The traditional human resource planning model designation - a balance between labor demand and supply projections. Demand is determined by the organization's goals and strategies, the environment and human uses of the organization. Labour... [to full text]