Abstract ¡@¡@Being in a fast-changing medical market environment, hospitals usually face high uncertainty. The best strategy of keeping survive is being flexible. Human resource is the most important resource in hospital, so it is critical to realize the relationship between workforce flexibility and hospital performance. ¡@¡@The purposes of this study are discussing about the workforce flexibility in hospital. Questionnaire was mailed to 568 hospitals are accredited as district hospitals or above in Taiwan, and the answers are 117 with 21.0% answer percentage. Data is processed with the statistic software SPSS. The results of this research indicate that: 1. Different organization characteristics are significantly different in numerical flexibility in hospital. 2. Different organization characteristics are significantly different in wage flexibility in hospital. 3. Different organization characteristics are significantly different in soft performance in hospital. 4. Different organization characteristics are significantly different in the average growth rate of doctor in hospital. 5. Different organization characteristics are significantly different in the average rate of patient occupied in hospital. 6. Different organization characteristics are significantly different in the average productivity of employee in hospital. 7. The workforce flexibility has significantly positively influences on soft performance in hospital. 8. The workforce flexibility has significantly positively influences on the average growth rate of patient. 9. The workforce flexibility has significantly positively influences on the average rate of patient occupied in hospital. 10. The workforce flexibility has significantly positively influences on the average productivity of employee in hospital. Key words: workforce flexibility, functional flexibility, numerical flexibility, wage flexibility, performance

The Research on Flexible Staffing Arrangements in High-tech Industry Given the excess supply in the global market and the pressure of little gross margin in the foreign high-tech business, the major high-tech businesses can no longer enjoy a market with high growth rates and high profit earnings. The business, as the industry matures or even slows down, starts to seek for solutions to shorten its supply chain, to lower the cost of products, and to increase competitiveness. The technology industry has been facing cyclical fluctuations and fluctuations in demand in recent years. To sustain competitiveness in this market and to secure its core worker, it has to adjust with changes of time in the management of human resources, enhance the R&D and technology levels, and pay much more attention to long-term human resource development. Thus, in terms of human capital management, the major challenges the technology industry is currently facing are the issues of flexibility in the human resource department, the most efficient use of these resources, and how to adapt the planning and development of these departments. The goal of the thesis is to provide an in-depth study and analysis of 1) the status quo of the internal/external human resources management in the technology industry, 2) the relations between the characteristic of the organization and flexible staffing arrangements, and 3) the effect of flexible staffing arrangements on the organizational performance. This study uses the questionnaire adopted by Professor Jhy-Jer Ko in the study of The Flexibility of the Labor Market and the Atypical Work Arrangement(2003). 387 copies of the questionnaire were sent out to high tech companies and 115 were returned (112 valid, 3 invalid). The return rate was 28.9%. The results of the analysis are as the following: 1.Remarkable differences of functional flexibility are found among different characteristics of the organization. The larger the organization is, the greater functional flexibility it has. Organizations with over 500 workers have better functional flexibility than those with under 100 workers. 2.Remarkable differences of numerical flexibility are found among different characteristics of the organization. The lower the ratio of the labor cost to the total expenditure, the better for the organization to use outsourcing. 3.Remarkable differences of wage flexibility are found among different characteristics of the organization. The larger the organization is, the greater the wage flexibility is. Companies with lower ratios of labor cost compared to total expenditure have a higher tendency to adopt variable salary. 4.Functional flexibility has great effects on turnover rate of full-time employee. The greater functional flexibility is, the lower the full-time employee turnover rate is. In addition, the implementing of the practice of numerical flexibility can lower full-time employee turnover rate. 5.Functional flexibility and diversified skills-training opportunities have great effects on organizational performance. The greater functional flexibility is, the better the performance is. 6.Numerical flexibility has enormous effects on organizational performance. The use of outsourcing has a positive effect on the increase of the company¡¦s profit gains. Moreover, the use of dispatch has a positive effect on lowering employee turnover rate. 7.Wage flexibility has great effects on organizational performance. A higher rate of variable salary for full-time employees has a reverse effect on the lowering of labor cost. That is, adopting wage flexibility may increase labor cost. Keywords¡GFlexible Staffing Arrangements , Functional Flexibility, Numerical Flexibility, Wage Flexibility, Organizational Performance

This research focuses on the relationship between workforce flexibility and organizational performance of the cooperative subcontractors in the Steel Industry, and compares the differences between ¡§S¡¨ and China Steel Corporations. The questionnaires were mailed to 161 of the ¡§S¡¨ Steel Co.¡¦s subcontractors and 77 were returned; so the response rate is 48 %. Other 108 data were from survey data of the China Steel Co.¡¦s cooperative subcontractor, which are from my advisor. I deleted the overlapping cooperative subcontractors between the two steel corporations. Total survey size is 181. The results are shown as follows: 1. Deployment of workforce flexibility Characteristics of the functional flexibility of the Cooperative Subcontractors include development of multi-skill, horizontal and vertical mobility. The numerical flexibility is represented by the fact that average 80 percents of temporary workers among all the full time jobs, but there exists substantial difference. 16 percent of the subcontractors contracted out at least part of their jobs. The design of wage structure had flexibility. The ratio of variable wage is about 20 %. The subjective organizational performance was above average. As to the objective organizational performance, the contracting ratio of steel sales was nearly 50 %. The main reason for obtaining the deal were quality, customer satisfaction, delivery speed, and price. The turnover rate on average was not low (nearly 10 %). The reasons for the high turnover rate were the high proportion of temporary workers, and rapid change in demand, but the turnover rate was negatively related to the amount of capital and the number of regular workers. 2. The relationship between the organizational characteristic, the use of workforce flexibility and the performance of organization The different characteristics of organization including the number of divisions, the types of subcontractors, the number of regular workers, and the amount of capital have caused significant differences on the proportion of temporary workers and subcontractors. The smaller the size of regular worker of cooperative subcontractors is, the more likely the use of temporary workers will be. The labor subcontractors were more likely to use temporary workers, but the engineering subcontractors were more likely to outsource. The amount of capital and the dependence of subcontractors upon the steel company caused significant differences on the design of wage flexibility and the proportion of variable wage. The amount of capital of subcontractors has significant impact on the organizational performance, and the turnover rate. The number of regular worker caused significant differences on the operational performance and the turnover rate. The proportion of subcontracting from the steel company caused minor difference on operational performance. These show that the larger the amount of capital, the size of employees, the better the subjective organizational performance; whereas the smaller the organization, the higher the turnover rate. 3. The relationship between the use of workforce flexibility, other influential factors and the performance of organization The functional flexibility and the wage flexibility had positive association with the subjective organizational performance. The horizontal and vertical mobility had positive association with the turnover rate. The numerical flexibility was not associated with the organizational performance, but the proportion of temporary workers has significant positive impact on the turnover rate. The influential factors such as horizontal and vertical mobility, the dependence of subcontractors on the steel corporation, and the flexible wage design would influence the organizational operational performance. The influential factors such as wage flexibility, the amount of capital, and the length of time of cooperation with the steel company will influence the organizational production performance. But the proportion of temporary workers would directly influence the turnover rate.

In a freedom, international and global market, companies are under an intense competitive environment and with hi-pressure than before, besides increase the product and service quality, cost is a very important factor for operation. Since the margin of product is uncontrollable, personnel¡¦s cost controlling becomes a surviving criterion for businesses; therefore the typical employment relationship is no longer applicable to current challenging environment. In order to keep flexible to rapidly response the environment and sustain competitiveness, company¡¦s organization and staff placement are demanded adjustment. The goal of the thesis is to provide a retail business study and analysis of: 1) The status of the l human resources management in supermarket and hypermarket. 2) The relations between the characteristic of the organization and flexible staffing arrangements, and 3) The effect of flexible staffing arrangements on the organizational performance. 4) The influence of different management attitude between standard and non-standard workers. During this study, there are 38 copies of the questionnaire were sent out to HR supervisors of supermarket and chain-hypermarket stores, 30 were returned (no invalid). The return rate was 78.9%, nine of the HR supervisors had accepted an interview for opening questions about outsourcing training and flexible manpower policy. The results of the analysis are as the following: 1. Remarkable differences of numerical flexibility are found among different characteristics of the organization. The lower ratio of the labor cost of the organization is, the greater functional flexibility it has. 2. Remarkable differences of management attitude are found among different characteristics of the organization. The fewer layers of the organization is, the little difference of management attitude between various type workers. 3. Remarkable differences of organizational performance are found among different characteristics of the organization. The fewer layers of the organization has a positive effect on the higher customer satisfaction. 4. Functional flexibility has enormous effects on organizational performance. The diversified job arrangement of full-time worker has a positive effect on management effectiveness. 5. Functional flexibility has enormous effects on organizational performance. The independence of job arrangement of full-time worker has a positive effect on the increase of staff productivity. 6. Functional flexibility has enormous effects on organizational performance. Training supply of full time worker has a positive effect on the increase of staff productivity, company¡¦s profit gains, management effectiveness, customer satisfaction and decrease the ratio of labor cost. Base on the result of this research, here are our suggestion to business: 1) Considering company¡¦s long-term objective when planning the functional flexibility to cultivate and retain core workers. 2) Continue conducting training to increase organizational performance.3) Design a complete human resource management policy to increase effort and decrease the negative effect of non-standard worker. 4) Apply Wage flexible in company.

Nos sistemas produtivos contemporâneos, vários processos são executados simultaneamente por meio de um conjunto finito de recursos, que são fortemente compartilhados. No chão de fábrica desses sistemas produtivos, ocorrem também eventos não programados como a quebra de máquina, isto é, indisponibilidade imprevista de recursos que pode dar origem a muitos problemas como o travamento (deadlock) dos processos. Existem várias abordagens para resolver o problema, mas, em geral, elas envolvem o suporte de um sistema computacional especifico para a realocação de recursos. Por outro lado, na prática, os sistemas produtivos já possuem uma arquitetura física de controle dos processos estabelecida por normas internacionalmente aceitas, ou seja, a IEC 61131 e a IEC 61499, que prescrevem as diretrizes para o desenvolvimento de soluções de controle baseadas em CLPs. Nesse contexto, é necessário rever o problema de realocação de recursos para se adequar essa realidade à existência de uma arquitetura baseada em controladores programáveis que compõem o sistema de controle de processos desses sistemas produtivos. No presente trabalho, parte-se de requisitos de uma arquitetura física de controle de sistemas produtivos segundo as normas IEC 61131 e IEC 61499 para implementar uma solução de controle de processos que envolve recursos de uma nova natureza, ou seja, que possuem flexibilidade funcional, não prevista nas correspondentes normas. Além disso, desenvolve-se uma nova arquitetura de controle para realocação de recursos que; mediante a indisponibilidade imprevista de recursos como, por exemplo, a quebra de máquinas; considera a flexibilidade funcional das MFMs (Máquinas-Ferramenta Multifuncionais) como uma característica de seu comportamento a ser explorada em tempo real. Nesse contexto, a arquitetura proposta possui três módulos básicos: Controle de Processo (CP), que é responsável pela execução da sequência de atividades de cada processo, Designação de Funcionalidade (DF), que é responsável pela integração e organização de todas as sequências de funcionalidades dos processos, e Designação de Recurso (DR), que é responsável pela alocação/realocação de recursos, incluindo as MFMs. O trabalho define, também, um método para a implementação dos módulos que constituem o novo sistema de controle de alocação de recursos em sistemas produtivos. / In contemporary productive systems, several processes are executed simultaneously through a finite set of resources, which are shared intensively. On the shop floor of these productive systems, unscheduled events also occur, such as machine breakdowns. In other words, unexpected unavailability of resources may give rise to many problems, such as the deadlocking of processes. Several approaches exist to solve this problem, but in general they involve the support of a specific computer system to resolve the reallocation of resources. In practice, however, the productive systems already have a physical architecture for procedural control established by internationally accepted standards, i.e. IEC 61131 and IEC 61499, which prescribe guidelines for the development of control solutions. In this context, the reallocation of resources problem should be reviewed to suit this reality where there exist an architecture based on programmable controllers that make up the process control system of these productive systems. This work starts with the requirements of a physical architecture for the control of productive systems according to the IEC 61131 and IEC 61499 standards to implement a process control solution that involves resources of a new nature. In other words, resources that have a functional flexibility not provided for in the corresponding standards. In this work, a new control architecture was developed for the reallocation of resources that become unavailable because of such events as the breakdown of machinery. This architecture considers the functional flexibility of MMTs (Multifunction Machine Tools) as a characteristic of their behavior to be exploited in real time. In this context, the proposed architecture has three basic modules: Process Control (PC), which is responsible for the execution of the sequence of activities of each process; Functionality Designation (FD), which is responsible for the integration and organization of all functionality sequences of the processes; and Resource Designation (RD), which is responsible for the allocation/reallocation of resources, including the MMTs. This work also defines a method to implement the modules that make up the new resource allocation control system in production systems.

The Labor Pension Act¡]LPA¡^was passed by the Taiwan Legislative Yuan on June 11, 2004 and the implementation date is July 1, 2005. The significant difference between the existing Taiwan Labor Standards Law (TLSL) and LPA is that LPA is a portable defined contribution (DC) type of scheme. Employers shall contribute on a monthly basis to the Labor Pension Fund by contributing maximum 6% of monthly wage into the individual pension fund accounts. The raised staffing cost is foreseeable and was expected to turn into a heavy burden to employers. To decrease the cost of staffing and the turnover rate, this study focuses on the reactions that enterprises would plan to take and response to. However, the new LPA was not carried out officially during the study period, we conclude the exploratory findings through the questionnaire to understand what type of flexibility practice that employers¡¦ plan to take and what kind of impact on organizational performance will be made. We selected the sample companies from manufacturing, services and financial industries from¡m2003 CommonWealth Magazine Top 1600 Enterprises Ranking¡n. In all, 137 of 630 HR managers to whom we sent surveys returned the questionnaires, this yielding a response rate of 21.75%. The findings are summarized as follows: 1.The larger scale of organization, the more tendencies toward numerical flexibility and financial flexibility practice. 2.Organizations that plan to exercise numerical flexibility practices e.g., layoff, severance, downsizing etc, expect the negative effects on organizational performance. 3.Organizations that plan to exercise functional flexibility expect the positive effects on organizational performance. Organizations plan to adopt job-rotations expect the enhancement of organizational performance. 4.Organizations that plan to exercise financial flexibility do not expect the noticeable positive effects on organizational performance. Among financial flexibility practices, organizations that plan to adjust current fringe benefits expect the negative effect on organizational performance. 5.Organizations that plan to execute the improved HRM exercises expect the improvement of the organizational performance. 6.Organizations that plan to exercise the numerical and financial flexibility expect to lead to tense relationships between workers and employers in the future.

Made available in DSpace on 2015-04-16T14:48:56Z (GMT). No. of bitstreams: 1 arquivototal.pdf: 530866 bytes, checksum: d29772eddc831afd7433526de062e98d (MD5) Previous issue date: 2012-08-31 / Coordenação de Aperfeiçoamento de Pessoal de Nível Superior - CAPES / The objective of this research is to study the impacts of precariousness of work in graduate faculty members at Federal University of Paraíba. In order to achieve this goal, the following points were defined as specific objectives of this work: a) to know the perception of teachers about institutional changes which affected their work; b) to describe the nature and central characteristics of the faculty s work and how it was changed due to institutional modifications which resulted in an increasing precariousness of work; c) to analyze the impacts of institutional changes in overwork, extended hours and demanded functional flexibility for teachers. This work was based on themes such as: capitalism crisis, precariousness of work, higher education reform and precariousness of faculty s work. About methodology, it was applied the interpretative paradigm with a qualitative approach and the chosen method was a case study. The research was done with seven graduate faculty members of UFPB (one of them is ADUFPB president) by interviews with a semi- structure guide. The interviews were recorded and the transcription was subdivided in three categories to be analyzed: the ideology of institutional changes in faculty s work; the precariousness of work in higher education and the worker suffering. The results of this research indicate that the graduate faculty members were overloaded because they have many different obligations. Therefore, they compromise their leisure time as well as family moments and resting time. Moreover, it was noticed that the pressure on publishing implicates a competition environment in graduate programs and repeated publications as there are innumerous requirements and teachers have to engage themselves in others activities. / O objetivo desta pesquisa é estudar os impactos da precarização do trabalho nos docentes de Pós-Graduação da Universidade Federal da Paraíba. Visando a alcançar esta meta, foram definidos como objetivos específicos: a) conhecer a percepção dos docentes acerca das mudanças institucionais que afetaram seu trabalho; b) descrever a natureza e as características centrais da realização do trabalho docente e como ele foi alterado com as mudanças institucionais que acarretaram maior precarização do trabalho; c) analisar os impactos das mudanças institucionais na sobrecarga de trabalho, nas jornadas estendidas, na polivalência funcional demandada ao trabalho docente. Este trabalho fundamentou-se em temas como: crise do capitalismo, precarização do trabalho, reforma do ensino superior e a precarização do trabalho docente. Quanto ao caminho metodológico, foi empregado o paradigma interpretativo, com a utilização de uma abordagem qualitativa, sendo escolhido, como método, o estudo de caso. Tal pesquisa foi realizada com sete professores de Pós-Graduação da UFPB (um deles presidente da ADUFB), a partir de um roteiro semiestruturado, por meio de entrevistas gravadas cuja transcrição permitiu dividir três categorias para análise: a ideologia das mudanças institucionais na atividade docente; a precarização do trabalho no ensino superior e o sofrimento no trabalho. Os resultados da pesquisa indicam que os professores de pós-graduação estão sobrecarregados, pois têm de realizar atividades bastante diversificadas. Para tanto, comprometem momentos de lazer, momentos com a família, horas de descanso. Além disso, percebeu-se como a pressão por publicações tem gerado um clima competitivo nos programas e uma repetição de publicações, por serem as exigências muito altas e terem os professores outras atividades para desempenhar.

Nos sistemas produtivos contemporâneos, vários processos são executados simultaneamente por meio de um conjunto finito de recursos, que são fortemente compartilhados. No chão de fábrica desses sistemas produtivos, ocorrem também eventos não programados como a quebra de máquina, isto é, indisponibilidade imprevista de recursos que pode dar origem a muitos problemas como o travamento (deadlock) dos processos. Existem várias abordagens para resolver o problema, mas, em geral, elas envolvem o suporte de um sistema computacional especifico para a realocação de recursos. Por outro lado, na prática, os sistemas produtivos já possuem uma arquitetura física de controle dos processos estabelecida por normas internacionalmente aceitas, ou seja, a IEC 61131 e a IEC 61499, que prescrevem as diretrizes para o desenvolvimento de soluções de controle baseadas em CLPs. Nesse contexto, é necessário rever o problema de realocação de recursos para se adequar essa realidade à existência de uma arquitetura baseada em controladores programáveis que compõem o sistema de controle de processos desses sistemas produtivos. No presente trabalho, parte-se de requisitos de uma arquitetura física de controle de sistemas produtivos segundo as normas IEC 61131 e IEC 61499 para implementar uma solução de controle de processos que envolve recursos de uma nova natureza, ou seja, que possuem flexibilidade funcional, não prevista nas correspondentes normas. Além disso, desenvolve-se uma nova arquitetura de controle para realocação de recursos que; mediante a indisponibilidade imprevista de recursos como, por exemplo, a quebra de máquinas; considera a flexibilidade funcional das MFMs (Máquinas-Ferramenta Multifuncionais) como uma característica de seu comportamento a ser explorada em tempo real. Nesse contexto, a arquitetura proposta possui três módulos básicos: Controle de Processo (CP), que é responsável pela execução da sequência de atividades de cada processo, Designação de Funcionalidade (DF), que é responsável pela integração e organização de todas as sequências de funcionalidades dos processos, e Designação de Recurso (DR), que é responsável pela alocação/realocação de recursos, incluindo as MFMs. O trabalho define, também, um método para a implementação dos módulos que constituem o novo sistema de controle de alocação de recursos em sistemas produtivos. / In contemporary productive systems, several processes are executed simultaneously through a finite set of resources, which are shared intensively. On the shop floor of these productive systems, unscheduled events also occur, such as machine breakdowns. In other words, unexpected unavailability of resources may give rise to many problems, such as the deadlocking of processes. Several approaches exist to solve this problem, but in general they involve the support of a specific computer system to resolve the reallocation of resources. In practice, however, the productive systems already have a physical architecture for procedural control established by internationally accepted standards, i.e. IEC 61131 and IEC 61499, which prescribe guidelines for the development of control solutions. In this context, the reallocation of resources problem should be reviewed to suit this reality where there exist an architecture based on programmable controllers that make up the process control system of these productive systems. This work starts with the requirements of a physical architecture for the control of productive systems according to the IEC 61131 and IEC 61499 standards to implement a process control solution that involves resources of a new nature. In other words, resources that have a functional flexibility not provided for in the corresponding standards. In this work, a new control architecture was developed for the reallocation of resources that become unavailable because of such events as the breakdown of machinery. This architecture considers the functional flexibility of MMTs (Multifunction Machine Tools) as a characteristic of their behavior to be exploited in real time. In this context, the proposed architecture has three basic modules: Process Control (PC), which is responsible for the execution of the sequence of activities of each process; Functionality Designation (FD), which is responsible for the integration and organization of all functionality sequences of the processes; and Resource Designation (RD), which is responsible for the allocation/reallocation of resources, including the MMTs. This work also defines a method to implement the modules that make up the new resource allocation control system in production systems.

這是一個高度競爭與不確定的年代，隨著全球化與自由化時代的來臨，配合資訊科技的日新月異與交通工具的發達，無論是政府部門或是公民營企業，為順應世界潮流，在組織結構與人力資源運用上，都必須有適度彈性，以維繫組織的生存。 走過ㄧ個世紀的中華郵政亦配合政府組織再造政策，於民國92年1月1日由官署型態轉型為國營的公司體制；但在改制公司後，相關組織員額及用人費用仍受相當限制，因此在配合政府精簡用人政策下，尋求更靈活的人力運用方式做好更適切的人力配置及人力彈性運用的規劃，以降低用人費用，健全公司營運，即成為中華郵政公司在人力資源管理上的一大挑戰。 本研究以「文獻探討法」暸解過去學術界對於人力彈性運用的相關理論外，針對個案公司-中華郵政公司人力彈性運用現況探討，並選擇中華郵政公司各類工作人員進行深度訪談，彙整分析該等人員意見，印證相關文獻、理論及政府政策，進而提出本研究之結論及建議，以供中華郵政未來人力彈性運用參考。 本研究結果發現：一、郵政人力不足源於人事行政局員額管制不當。二、郵政核心業務定義不清，致對於外包項目尚有爭議。三、對於目前外包項目及數量均有檢討必要。四、人力彈性運用層面尚有改善空間。 本研究依據上述研究結果，提出建議如下：一、建請人事行政局以「用人費」代替「預算員額」管制。二、釐清郵政核心業務，並評估核心人力與外圍人力比例，以規劃公司整體戰略與長期的策略性人力資源。三、各種人力彈性運用措施的落實與推廣。四、人力資源彈性運用，除財務指標有形成本外，尚應結合非財務指標無形成本做綜合考量，避免爭議。五、對於外包公司應善盡監督責任。 / The Chunghwa Post Corporation, which exists for one century, also cooperates with government re-organizing policy. In 2003, Chunghwa Post Corporation was changed from a government department to a state-run company. Although it is already a company structure, the relevant organizational structure and personnel expense are still quite limited. With obeying the government policy to reduce human cost, the challenge in human resource management for Chunghwa Post Corporation is to seek for more flexible and appropriate human resource arrangement and planning, to reduce the personnel expense and to make company operation healthy. In this research, besides the using of literature analysis method to understand related theories about the manpower flexibility in former researches, we also study the current manpower flexibility in the target case company, the Chunghwa Post Corporation. We interview all kinds of staff members in this company, summarize and analyze their opinions, reference to related documents, theories and government policies. After all, we provide our conclusion and suggestion to Chunghwa Post Company for future manpower flexibility. We found 4 results in our study: First, the shortage of postal manpower is due to the personnel quota is not proper handled by Central Personnel Administration. Second, the core postal business is not clear and that makes the outsourcing item controversial. Third, it is necessary to re-exam current outsourcing items and quantities. Last, there is still the space to improve the manpower flexibility. Due to the results of our research, we provide following suggestions: First,to suggest Central Personnel Administration use personnel costs instead of buddget personnel to make control. Second, we should make clear the core postal business, so we can evaluate the ratio of core and outside manpower, to plan the whole strategy and long-term human resource. Third, all kind of manpower flexibility arrangements should be well implemented. Forth, manpower flexibility is not only about the visible financial indexes, the invisible, non-financial indexes should be measured together to avoid dispute. Last, we should well monitor the outsourced company.

International commercial harbor is being in international, liberal and global conflict. It is facing the pressure of domestic and overseas market¡¦s competition. The enterprises need to reform the organization urgently. Harbor organization is researching to change from the enterprising organization of transportation into administrative legal person. The characteristics have the autonomy of personnel matters and utilize human resource flexibly. It is realized by way of implementing functional flexibility, numerical flexibility, temporal or working-time flexibility, wage or financial flexibility. The object is to serve for shipping company and increases employees ¡¦organizational adaptability, job efficiency, employees¡¦ productivity, service quality, personnel cost reduction and achieving budget target. At the same time, the organization utilizes flexible strategy have to consider the employees who have realized the change of job conditions. BY adjusting employees¡¦ work attitude which including job satisfaction, job involvement and organizational commitment etc. And then, it will increase organizational performance really. The study surveys the case organization which is the employees of the Kaohsiung Harbor Bureau (KHB). It utilizes employees¡¦ questionnaires to survey the influences of organization performance during the period of the strategy of implementing organization reform. The study finds the following results: 1. The perception of employees has significantly influences on organizational performance. 2. The functional flexibility has significantly influences on organizational performance. 3. The numerical flexibility has significantly influences on organizational performance. 4. The temporal or working-time flexibility has significantly influences on organizational performance. 5. The wage or financial flexibility has significantly influences on organizational performance. 6. The employees ¡¦different point of view on human resource utilization strategy will produce some differences due to different characteristics. According to the research result, implementing human resource flexible utilization which has significantly influences on organizational performance mostly. But different point of view on the strategy of human resource utilizing still have differences due to different characteristics. The KHB needs various kinds of improvable action to integrate employees¡¦ different point of view by communicating and coordinating with employees. Let employees understand the organizational reform is very important. It is in favor of organizational performance and increasing competitive power.