In the era of knowledge economy, human capital has become the core for comptetition. Facing the rapid changing economy environment, the talent demand is increased. How to attract, develp, and retain talent become the critical issue for corporate. However, talent management evoles the key factor for corporate to sustain conpetivitage advantage. First, the research intends to explore and clarify the Talent Management through a compenhesive study on related literature and generalizes the actual practice. The research examins the implemtation of TM including drivers, priority for organizational strategy, budget in place, groups considered talent, TM practice, TM process, measurement, impact on management and workplace. Beside, the research examines the TM impact on organizational performance. Based on the purpose of the research, the conclusions are as follows: To sustain competitive advange, be convinced the relationship between better talent and better business performance, and retain talent, many companies introduce TM. TM has high priority for organizational strategy. Most companies with TM prepar budget for talent development. Talent is identified as mid-level management with leadership potential, key contributors/technical experts and executive. Talent process focuses on talent development, idenfifying talnet needs and aligning employees with the mission and vision of organization. The practice of TM includes performance management, human resource planning, recruitment, development and reward, it also involve in competency, leadership/high potential development and succession planning. CEO, executive and human resource department involve in TM process. The key measurements of TM are talent pool turnover rate and the number of talent readiness for next level. However, companies with TM are satisfied with retaining, attracting, developing talent and positive workplace. TM was experimented with significant impact on organizational performance.

Impacts of Global Shared Service on Organizational Performance Reduce Cost Indicator: 1.Operational cost 2.Hardware cost 3.Facility cost 4.Maintain cost 5.Training cost 6.Sales & Market cost 7.Customer Training Cost 8.Meeting Cost Maintain High performance indicator: 1.Operation efficience 2.Product professional 3.Hurman resoure intergity 4.Proactive management 5.Standardize 6.Reduce audit time

There is an ongoing discussion about trusts significance and role in the reliance on accounting performance measures (RAPM) field and organizational behavior. This knowledge gap has led to opposite findings but still many researchers give recognition to the concept that trust may be crucial and significant in management control. Considering previous research a continuation is necessary and since it seems that the researchers have come to an impasse, it is time to include different variables that can help to explain the variation in the relationship. The main purpose of this study is to challenge the research gap and change the dependent variable; instead of behavioral outcome this study investigates performance. Is it possible that mutual trust, high budget participation and empowerment together have an impact on organizational performance? If so, is it possible that these variables together can lower the information asymmetry and increase performance? A qualitative research method is used to investigate these questions in form of a critical incident survey and semi structured interviews. To test if there is any connection or correlation between the variables a supportive correlation analysis is conducted in the program SPSS. The results have shown that there is a connection and correlation between the variables trust, budget participation and empowerment. When these variables function together it is possible to see a greater organizational performance. When there is mutual trust and high budget participation there is more willingness to disclose information directly. This study has contributed to the current knowledge gap and provided new theoretical and empirical insight. Keywords: Trust, budget participation, empowerment, information asymmetry, organizational performance.

<p>The purpose of this thesis is to test a combination of tools and theory to identify corporate sustainable development as part of organizational performance. Nowadays, in global business, the concept and application of sustainable development has become an important factor in the daily operations and strategies for the companies. The policies and practices of the companies are more aware of environmental, social and financial aspects. The publication of sustainability and environmental reports is becoming more popular within business. The media and stakeholders as customers, investors or government offices are more interested in the company’s position towards social and environmental issues. Therefore, the above purpose could be a potential asset for businesses and researchers to relate corporate sustainable development with organizational performance. We will not try to generalize, but test the usability of the theory combined in one model, which can be an asset to test corporate sustainability within a company’s organizational performance. This research will have a deductive approach, and could possibly encourage inductive research for further study. The theoretical framework consists of three sections including two theories, which uniquely identify corporate sustainable development (CSD) and organizational performance (OP). Finally, a combination of these two theories is shown as a practical model that we will try to test in a case.<em> </em>Our thesis will have a qualitative approach. Interviews are the main data collection tool as secondary data (company documents etc.). Secondary data is used as a supporting collection method. The personal interviews, conducted through video conferencing, have been recorded and transcribed for usage in the empirical method. The interview guide can be found in the appendix. The outcome of this research shows that many aspects are entangled within the phenomenon known as “corporate sustainable development”. We have found that economic prosperity has a strong presence (in both cases) within the environmental performance, just as social equity showed within learning and development performance, and social equity has a strong link with social performance. Looking at the case companies, and determining the focus on every dimension, we therefore found measurable relations between OP variables and CSD dimensions. We can also conclude that, when performing the second case analysis (Sveaskog), the results of the measures found were not always similar which asks for more case studies. An overall conclusion on the usability of the measurement tool leans towards positive, for practical usage. However, before using this combination of tools, more research is necessary, especially in the area of multiple case studies. Due to time restrictions, we could compare two case companies, whilst more cases could enhance the general application and usability of these tools.</p>

The key point of the successful business unit is the human resource. It depends on man who starts from R&D, sales, to the process of service departments. Therefore, the level of the whole management team determines the consequences of the business, and that is why we pay more attention on core abilities. It is easy to be copied on techniques, products, or even service in the organization, but the one and the only asset that is irreplaceable is the employee. The outputs of the superior employees will benefit the organization and lead the unit to the most competitive situation. This research will realize the effect of the business competitive power and the results of the organization when the business unit conducts the competency pattern. By qualitative research, we could find out the relationship between the competency pattern and the results along with competitive power inside the business units and dig in the five cases which conducted the competency pattern for the business competitive power also with organization results by interviewing the management teams of these candidates, collecting the related dissertations, data in the meanwhile. We had the conclusions by this research, 1.Generally, our cases contained three frames of the competency pattern, including core , profession, and management. They all focused on the behaviors through physical description or observation, and based on these aspects to check the performance level. 2.There are some key points including the entire involved, supports from the high level management team and also helped by the external experts or consultants which affected building the competency pattern and pushed a new management system or the value change of the organization revolution process into practice. 3.The research found out that the competency pattern could promote or encourage the function when human resource strategy transformed to the physical human resource development activities. The competency pattern could not only integrate with human resource development activities and lead to the synergy, but make the results upgraded. It also clarified the human resource development strategy and practiced into the reality, upgraded the whole efficiency in the meanwhile. 4.We could tell from this research that all the competency patterns were all based on the perspective, strategy and the goal, and we also focused on the performance of the business predicted value behavior. It not only made it more delicate and effective of the circulation under the human resource function, but let the human resource development activities connected to the strategy and running results of the business unit much closely. 5.The researchers told us the need and motivation to build the competency pattern what was made for organization transformation could help reconstruct the whole human resource system and lead to the better source integration, efficiency, and flexibility. Meanwhile, due to the change of this environment or the demand of the organization development, we could integrate the original value system and core competition inside the business unit, also we could construct or plan the suitable human resource development strategy, go through with the business long term development at the same time, then develop, prolong and improve the core competition. Finally, we perform this advantage on upgrading the human resource quality. 6.In this research we could find the ability of our employee get developed and reached the expectation of the organization. It is just the consequences of conducting the competency pattern, and so, we could prove conducting the competency is positive to the whole business results.

The purpose of this thesis is to test a combination of tools and theory to identify corporate sustainable development as part of organizational performance. Nowadays, in global business, the concept and application of sustainable development has become an important factor in the daily operations and strategies for the companies. The policies and practices of the companies are more aware of environmental, social and financial aspects. The publication of sustainability and environmental reports is becoming more popular within business. The media and stakeholders as customers, investors or government offices are more interested in the company’s position towards social and environmental issues. Therefore, the above purpose could be a potential asset for businesses and researchers to relate corporate sustainable development with organizational performance. We will not try to generalize, but test the usability of the theory combined in one model, which can be an asset to test corporate sustainability within a company’s organizational performance. This research will have a deductive approach, and could possibly encourage inductive research for further study. The theoretical framework consists of three sections including two theories, which uniquely identify corporate sustainable development (CSD) and organizational performance (OP). Finally, a combination of these two theories is shown as a practical model that we will try to test in a case. Our thesis will have a qualitative approach. Interviews are the main data collection tool as secondary data (company documents etc.). Secondary data is used as a supporting collection method. The personal interviews, conducted through video conferencing, have been recorded and transcribed for usage in the empirical method. The interview guide can be found in the appendix. The outcome of this research shows that many aspects are entangled within the phenomenon known as “corporate sustainable development”. We have found that economic prosperity has a strong presence (in both cases) within the environmental performance, just as social equity showed within learning and development performance, and social equity has a strong link with social performance. Looking at the case companies, and determining the focus on every dimension, we therefore found measurable relations between OP variables and CSD dimensions. We can also conclude that, when performing the second case analysis (Sveaskog), the results of the measures found were not always similar which asks for more case studies. An overall conclusion on the usability of the measurement tool leans towards positive, for practical usage. However, before using this combination of tools, more research is necessary, especially in the area of multiple case studies. Due to time restrictions, we could compare two case companies, whilst more cases could enhance the general application and usability of these tools.

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.

Due to the rigorous market competition and the service characteristic are inherent in the financial services industry. The financial services industry has highly respected to those two key players, more build upon the information technology investment and demand for business information application. The figure shows that information technology expenditure of financial services industry is second among other industries, only behind the manufacturing industry. So the financial services industry is a business with special information-based demand and information technology oriented. Financial services industry especially pays attention to customer and organizational performance, in order to meet customer's demands and create organizational performance constantly, financial services industry must use by various kinds of organizational innovation and combination of information technology. Financial service industry is a business model that must use information technology investment and organizational innovation by strengthening enterprise's competitiveness and promoting organizational performance. This research regards financial services industry as the research object and use questionnaires research, to probe into the correlative research among 'Information Technology Investment', 'Organizational Innovation' and 'Organizational Performance'. Regarding the evaluation of ¡¥Organizational Performance¡¦, quote from Kaplan & Norton's balanced score card has four measures including: Financial Measures, Customer Measures, Internal Business Process Measures, Learning and Growth Measures, that is different from traditional evaluate, only evaluate on the performance of financial datum, Balanced Score card to assess the balance performance on the subjective and the objective at the same time. In this research, apply Multiple Regression Analysis and Pearson Correlation Analysis to probe into the relation of the parameters, to verify this research model and hypothesis. The result of study is found, the information technology investment and organizational innovation, they have a positive correlation influence on the organizational performance, and there is a partial positive relationship existed between information technology investment and organizational innovation. The financial services industry is encountering the corporate merge, and the organizational change of financial services industry in the future, this research result has revealed, apply information technology investment and organizational innovation toward organizational performance properly, that could generates a critical and positive influence on the organizational performance. Key words¡GInformation Technology Investment, Organizational Innovation, Organizational Performance