An enterprise is composed of different departments, and these departments work together to achieve goals of business processes collaboratively. However, most of these business processes comprise loose operations, and information can¡¦t be passed efficiently among them. Hence, if an enterprise wants to promote competence, the problem of inefficient execution of processes must be improved. And, if workflows could have more flexibility, it will bring more benefits for enterprises. In this study, there are four parts to discuss flexible workflows. Firstly, we discussed workflows including the definitions of flexible workflows. Secondly, we discussed resource management including workflows with resource management and constraints programming. Thirdly, we discussed project management including the definition of project management and techniques. Finally, we discussed medical flows including three kinds of medical flows. We propose a prototyping system architecture including workflow management, resource management and project management to implement flexible workflows. In the experiment, we use a medical flow to explain how this system works. And, this system can produce a feasible schedule by a constraint solver.

Traditionally human resource functions are performed in house, but recently the subject on outsourcing human resources is becoming more and more popular. According to an article published in 2004 by the INC. 500 magazine, 18 human resource service providers were chosen to be the most fast growing corporations in the US, in the mean time, the Fortune 500 and Forbes 500 corporations lists both had human resource business process outsourcing firms listed inside. The development of global temporary help service industry has been around for more than fifty years and the growth rate of temporary help industry in each country has been increasing steadily. Meanwhile, the Executive Yuan of Taiwan has chosen this business as one of the most industry among its 12 selected important developing service industries. The competition in temporary help has getting more and more severe than usual, but restricted to its uncompleted legal regulation, there are many staffing vendor didn¡¦t obey the legal regulation, besides the difference between temporary help service and outsourcing is still ambigious. In this study, case study approach and the in-depth interview technique were employed. The main objective is to find out what current difficulties are the temporary help agencies facing and what kind of solution do they use to cope with the business needs. Furthermore, by applying relevant solution to form the suggestions to provide to staffing industry for the operation reference The inference of this study is that Taiwan is more cost oriented compared with other countries in US, Japan and Germany in the consideration of using temporary help service; as for the development of professional temporary help service, there is no clear definition on it, besides, the temporary help service agency in Taiwan is not yet able to provide this service. The temporary help service agencies in Japan expect relevant law in temporary help service can be loosen to develope this industry better, the temporary help service agencies in Taiwan expect a clearer definition between responsibility and obligation in user enterprise and temporary help service agency. The pricing war in this industry in Taiwan would form the barrier of better service due to limited profit while other countries had understood different service level deserves different price. New pension policy implemented in Taiwan in 2004 would encourage more enterprises understand the advantage of using temporary help service, but not definitely boost the promising development of this industry.

Under the global competition, the corporation has noticed the importance of human resource. There has been discussed about the role of human resource department and the role of human resource professionals no matter in academy or in business. However, there is not so much discussion about the characteristics, belief and feeling which could influence the involvement of the human resource professionals. To promote the human resource management of the human resource professionals, the study aims to discuss the role, role stress, work values, and job involevement of human resource professionals. It is to understand the role of human resource professionals including its role intensity, role stress, work values and job involvement in Taiwan¡¦s corporation. Furthermore, it discusses if the role stress is negative to job involvement when the affinity for work values and the intensity of the role of the human resource professionals is different. The research methodology uses random sampling. The questionnaires sent out by 752 for the members of some of the associations of human resource management in Taiwan, and valid questionnaires are 275. The data analyzed by statistics methods of t-test analysis of independence, analysis of variance (ANOVA), Pearson¡¦s product-moment correlation, and multiple regression. The result confirms several important discoveries as follows: 1. The work experience between one and five years shows serious role conflict. 2. The administration expert is still the main character of human resource professionals in Taiwan. 3. The positioning of human resource professionals is clear, but the work is overloading. 4. The human resource professionals respects the inter value, but not pays attention t to the value of salary. 5. Administer is taking the higher role stress, but higher job involvemen, too. 6. The proper role stress can promote job involvement. 7. The role stess is negative consequence of job involvement. According to the result of the study, there are some suggestions for HR managers and HR professionals to promote the HR management of HR department and HR professionals.

In the past research studies, we found that most researchers focused more on the process, degree or factors regarding the localization of managers. They did not further find out what the key success factors are if a company really wants to pursue the success of localization. Therefore, this research is focused on the key success factors of localization and organization performance of Taiwan companies with subsidiaries in Mainland China from the perspective of human resource management. Here we use culture difference and organization trust as moderators. Sampled by the subsidiaries of Taiwan companies in Mainland China, the research was conducted by questionnaire survey. The conclusion we drew from analyzing 107 effective questionnaires are the following: First, human resource development and the direction of expatriate have a positive impact on increasing the quality and quantity of local managers. Second, considering organization performance, human resource development has a positive impact on non-financial performance. Third, human resource planning has a positive impact on the success of localization in terms of culture difference. Finally, human resource planning, the interaction between managers and employees, and the trust which a manager places on an employee plays a positive role on improving the quality and quantity of local managers.

In overseas, Emotional Intelligence (EI) is a very important topic in Human Resource Management. It is important as EI is the major factor in a person¡¦s thoughts, motive, willingness and actions. EI is a key factor for a person¡¦s achievement. If an organization is lacked of the capability in EI management, the organization will reduce its internal relation, hence reduced in its efficiency. In the globalization environment, to prolong the advantages and compete in the market, globalize human resource management strategy based on the competency being created. As thus, Competency Models application makes all activities inside the organization more efficient. The employee could be placed on the appropriate task, creating the best human resource in the organization. The purpose of the human resource management activities, are to suit the organization performance goals and market competing strategies. If the job competency management technique could be enhanced, not only it could help to strengthen the organization human resource capital, increase the human resource capability to meet the organization mission and performance goals. This thesis is to study on the relationships between the Emotional Intelligence, Competency and Human Resources Management Activities, with the Company P as case study. Using questionnaire directed to the P Company staffs registered in the Competency Database. The Chinese Questionnaires are translated from the literatures and the interviewing of the company management staffs, using the Attitude Index of the Core Competency and leadership Competency in the Competency Dictionary. In the study, a total of 427 questionnaire papers been released, with the 195 papers of them received. Effective Collection Rate is 45.67%. After the Factor Analysis, Reliability Analysis, Correlation Analysis and Multiple Regression Analysis, following are the important findings from the study. 1. Distinct Emotion has a positive effect to the core competency and leadership competency. 2. Emotional recovery capability and core competency has negative effect. 3. Core competency and leadership competency are having positive correlation to the Human Resource Management activities in Recruitment, Succession Planning, Performance Management, Training & Development and Competency Models achievement. 4. Leadership Competency is having a positive correlation to the Human Resource Management activities achievement. 5. Competency could be a bridge for the Emotional Intelligence and Human Resource Management activities. Competency has mediating effect between the Emotional Intelligence and Human Resource Management activities.

Analysis of the managing contingent workers at an outsourcing system ¡VA case study of the China Steel Corporation and its subcontractors Abstract Nowadays, employment flexibility and Labor Cost Reduction are highly emphasized in the competitive business environment. As the job design becoming more and more specific and professional, the labor cost becoming higher and higher, companies cannot but change their operation style, and contingent workers have become an important source of competitive advantage. This case study was intended to understand the mutual relationship between China Steel Corporation and its subcontractors: why it uses subcontractors, and how it manages them. This study also explored the benefits and working conditions of contingent workers to find out the potential problems of outsourcing. This study has the following preliminary findings. First, Two factors are important determinants on outsourcing decisions: Strategically, the goal is to reduce labor cost and enhance the employment flexibility. Technically, the demand of professional skills, rudimentary skills and special facilities can be satisfied through outsourcing. Second, the relation between China Steel Corporation and its subcontractors has changed after its privatization. According to China Steel Corporation, their interaction has become better because of the flexibility gained after privatization (for example, the budget is no longer controlled by legislative yuan.) But from the subcontractors¡¦ point of view, their interaction has become more difficult because the elimination of their profit and increasing constraints on outsourcing projects. Third, the employees of China Steel Corporation enjoy better wages, benefits, working conditions and training opportunities than employees of subcontractors. Fourth, among the two kinds of employees of subcontractors¡Xpermanent and temporary¡X permanent employees have better wages than temporary ones. As for training, there is not much difference. Fifth, safety is the most serious problem on contingent workers management. The reasons include highly dangerous work environment, workers¡¦ unfamiliarity with the environment, and being recklessness about the work environment rules. One other important management issue for China Steel Corporation is that outsourcing does not necessarily reduce labor cost. High turnover rate among contingent workers and low quality resulting from insufficient skills are combined together to increase the labor cost of China Steel Corporation on supervision, coordination, and quality control. Key words: human resource management, contingent working arrangement, outsourcing, subcontractor, temporary workers.

This study focuses on contractors of petrochemical companies in Kaohsiung. It tries to understand the working conditions of contractors¡¦ workers and practices of human resource management of contractors. After interviewing and surveying to on-the-spot directors in petrochemical factories, contractors, and their employees, we found the following results: The characteristics of petrochemical factories using contractors are specialized field, labor service outsourcing, and regular practice. Short of labor and lack of specialization are the major reasons for using contractors. Advantages of using contractors for the most part are efficiency, employment cost, and employment flexibility. On the other hand, disadvantages are low safety consciousness, hard to manage, poor work quality, and high turnover rate of contractors' workers. On the working status of contractors, they undertake many contracted projects simultaneously, and deliver projects over to subcontractor (nearly 30%). The contents of contracted projects are extensive, and the main type is technical work (nearly 75%). Due to contracted periods differ in length, these projects are very unpredictable ,which pushes contractors employ temps to cope with high turnover rate. Contractors hire temps more than permanent workers on average (1.2 times). There are 80% contractors use temps, and the major reason is to meet working demand, the next is financial consideration. That temps have more variations on working contents and places reveals they face higher working uncertainties than permanent workers do. Besides, those temps' income source and average salary are lower than permanent significantly. That shows their economic pressure is higher. They have no job security, so their job satisfaction are lower, and attitude about future are pessimistic. This research also found that job functions, contracting experience, and contracting quantity of contractors would affect their tendency of using temps based on logistic regression analyses. On the human resource management aspects of contractors, most contractors use temps hiring as a way of screening and recruiting formal employees. It is different on recruiting temps and permanent workers. With regard to the source of temps, contractors mostly depend on social network; about 15% were through dispatching labor agency. The educational background of temps is lower, and contractors assign miscellaneous jobs to them mainly. Cleaning and carrying are the next. Most temps have worse fringe benefits (such as labor insurance, health insurance, group life insurance, working bonus, special vacations, etc.). There are 20%~30% workers of contractors have no labor and health insurance, and about 50 % workers have no accident insurance in this high risk area. Considering two facts about temps, high turnover rate and easiness of replacement, the job security of temps is worse. Overall, workers' conditions of contractors were not good at all in this study. It is obvious that they are in greet need of intervention and protection of government, especially in working conditions. On the aspect of risk of about occupational safety, petrochemical factories benefited from contracting but it also raise their safety risk. The accidental rate of contractors is 80%, and temps' is higher than permanent workers¡¦. This kind of fact is also shown in contractors' attitude. They think workers should be responsible for accident. This phenomenon reveal that labor safety and hygiene here is still worth striving.

¡iAbstract¡j The widespread wave of the liberalization in telecommunications followed the industrial country of England, America and Japan. The privatization of state-run business that liberalize the whole world market of telecommunications is popular in the world now. Lashed by the liberalization in telecommunications and the privatization of state-run business, our country passed the three major laws of telecommunications¡]the Telecommunication Act, the DGT Organizational Statutes, the Chunghwa Telecom Co., Ltd. Statutes¡^, after three reading in The Legislative Yuan in 1996. The Directorate General of Telecommunications transform to Chunghwa Telecom Co., Ltd. to provide telecommunications services in July 1st 1996. Closuring the double role of The Directorate General of Telecommunications in both sectors of peremptory services providing and administrator. Chunghwa Telecom Co., Ltd in order to turn their innovation into competitive acting in the industry tide of rapid development of computer and communication, and bruising competitive market, creating ¡§the system of human resource management in the privatization of state-run business by Chunghwa Telecom Co., Ltd ¡§, to attract and retain their knowledge worker, to lift the staff¡¦s job satisfaction, to carry the organization through, and built a brand new successful paragon. Further, this study also discusses about the problem in role cognitive conflict of staff diversity expectation by the company in the process of the privatization, for promoting the competitive ability of the company. If this role cognitive conflict problem will affect the organizational commitment made by staff to the company. Therefore, this study has taken Southern Branch of Chunghwa Telecom Co., Ltd as study interview, used probability proportionate to size, released 983 sets of questionnaires, got 587 sets of valid questionnaires, analyzed by statistics methods of t-test analysis of independence, analysis of variance (ANOVA), Pearson¡¦s product-moment correlation, and multiple regression. The result confirms several important discoveries as following: 1. As the staff perception in the system of human resource management in the privatization of state-run business, job satisfaction and organizational commitment, we can see that: (1). The higher perception in the system of human resource management in the privatization of state-run business staffs have, the more job satisfaction they will have. (2). The higher job satisfaction they have, the higher organizational commitment they will have to the company. (3). The higher perception in the system of human resource management in the privatization of state-run business staffs have, the higher organizational commitment they will have to the company. 2. There is a positive correlation in the staff perception in motivation by the system of human resource management in the privatization of state-run business and organizational commitment, and it also has high prediction. 3. Both well-paid and suitable working conditions and prospective promotion of job satisfaction have positive correlation and reached the level of significance. Thereamong, the former variable has major affection. 4. Job satisfaction has mediating effect between the staff perception to the human resource management system after the privatization of state-run business and organizational commitment. 5. Role cognitive conflict has no moderating effect between the staff perception to the human resource management system after the privatization of state-run business and organizational commitment. 6. According to the moderating effect of role cognitive conflict between the relationships of job satisfaction and organizational commitment in the study, the results are as following: (1). If the company can anticipate staff¡¦s need in the sectors of satisfied task autonomy, well-paid and suitable working conditions and prospective promotion, then the person who with higher role cognitive conflict in work to organizational commitment has higher identification of value than those who with lower role cognitive conflict in work to organizational commitment, and the people who with higher role cognitive conflict in labor relationship to the organizational commitment has higher identification of value and company than those who with lower role cognitive conflict in labor relationship to the organizational commitment. (2). To generalize the moderating effect of role cognitive conflict between the relationships of job satisfaction and organizational commitment, as long as applying the well management in the hope of pursuing elite success, role cognitive conflict could be positive and beneficent. Key words: human resource management, perception, job satisfaction, organizational commitment, role cognitive conflict.

As the business environment become more uncertain, many organizations look for ways to gain competitive advantage. Outsourcing has thus become one of the effective ways for them to become flexible and more high-performance organizations through outside experts partner to raise employee¡¦s performance to the level necessary for achieving business goals. The purpose of this research is to study the issue of training outsourcing, to forecast the factors that affect the decision to outsourcing and to examine how partnership, knowledge sharing, institutional and human resource management issues are involved in training outsourcing. In addition, this research also shows interests in the role and competence of human resource development. Using a samples form the member which was published by CPC in 2001. We test a set of hypotheses among the variables. The results show that small and medium growing companies have higher training needs in the human resource area. Additionally, using logistic regression we shows that firm size, capital intensity and foreign business are the most significant impact factors for the decision of training outsourcing. Furthermore, the impact of outsourcing decision in the future is then examined. Results indicated that time pressure, the roles of program designers and marketer, and the competencies of understanding related law, diagnose organization needs skills, control skill, communicate skill and plan to implement project skill are key predictor of outsourcing decision. Finally, the result of the regression analyses shows that partnership, knowledge sharing and institutionalization have significantly direct effect on outsourcing performance. Human resource management plays a significant and negotiation role to moderate the relationship with institutionalization and knowledge sharing and this relationship influences firm¡¦s performance.

Abstract The research of this project is to discuss the governmental enterprise¡¦s employee reaction when they are face the extremely change of the governmental company to become the privation. In this privatization process, the company have used the enterprise¡¦s re-engineering and change the human resource planning to fit the privatization. The object of this research is the Refinery Business Unit (RBU) of Chinese petroleum corp., the biggest governmental enterprise belongs to the Ministry of the Economic Affairs. In order to strengthen their competition, the Chinese Petroleum Corp. established the Refinery Business Unit at the end of the year 2000. They try to simplify and consolidate the organization and reorganize functional organization to business unit. The main purpose is hope that will be change the organizational culture, reduce the working process and revolute the employees mental. It also wish that re-engineering process which by through simplified the administrative levels and rationalized the human resources planning would produce enterprise¡¦s operation efficiently. The researcher is working in the Chinese Petroleum Corp. and have experienced in the establishment of RBU. After fully understanding the response of various levels of the employees to the human resource planning in this re-engineering process, he make the conclusion of the research is as following: 1. There is no significant difference among employees with different attributes against ¡§Manpower Transfer Planning¡¨. 2. There is no significant difference among employees with different attributes against ¡§Strengthening of Manpower Employment¡¨. 3. There is significant positive correlation between Manpower Transfer Planning and Strengthening of Manpower Employment as expressed by employees of different attributes. 4. Empirical outcomes of employees of different attributes toward the impact of Manpower Transfer Planning and Strengthening of Manpower Employment are: a. The manpower transfer and core manpower have significant positive impact. b. There is significant positive impact of human resources supply and demand adjustment and core manpower. c. There is significant positive impact of Manpower Supply and Demand Adjustment and manpower subject to transfer. d. There is significant positive impact of Manpower Supply and Demand Adjustment and Manpower to be developed.