Nowadays, outsouring is quite popular and acceptable in business usage. In recent years, HR outsourcing has become a popular and known knowledge , and outsourcing on training is one of important strategies in HR outsourcing. However, the related academic research on the training outsourcing is as limited as a virgin field. Therefore, this study will evaluate if businesses use training outsourcing to achieve human resource flexibility and upgrade the organization performances, and to understand how the High-Tech Industry uses it and its affects . This study uses 40 data of Hsin-Chu Science-Based Industrial Park companies from both questionnaire form and interview survey in order to understand the usage status, usage reason, its problem and key successful factors of the training outsourcing on the High-Tech Industry. From the returned questionnaires, we found that 100% of the companies implement ¡§Training¡¨ and 95% of the companies take training outsourcing, but also found that the degree of training of outsourcing is not so popular as its usage status and most of companies prefer to do it by themselves. In addition, we also found that the demand degree of training outsourcing is much higher on the specific profession course than management and general training. The result shows the companies are required to use outside vendors for specific profession. According to the result of statistic analysis, we examine Hypothesis 1 and find the amount of staff and revenue are positive related with training outsourcing and are also positively affected , so it shows if the business scope is smaller, the degree of the training outsourcing will be higher. The result of Hypothesis 2, Human Resource Flexibility also positively affect the training outsourcing, especially the functional flexibility which meant as the degree of Flexibility is higher, the degree of training outsourcing will be also higher. The result of Hypothesis 3, training outsourcing is only positively affected to the organizational performance of ¡§ deducted Staff cost¡¨. According to the result of the interviews, we found the main reason that high-tech industry uses training outsourcing is due to lack of interior professional speaker; to strength the learning opportunity and experience of staffs to get-in the required professional skill and knowledge from the outside provider and to improve the competition ability; to improve the training quality and no specific department to take charge of training. The main problems for training outsourcing are the contents of training cannot match with the staff¡¦s need, the factor of outside speaker and what the staff learned from outside course cannot practice on the jobs. The role of Human Resource people during outsourcing play the administration service role, and sometimes can also play the strategic role, but in just a few cases. So, the result shows the training outsourcing is not quite the important mission in a company and still in a low level job. The key factor to make outsourcing successful is the cooperation and profession from the outside vendor, the support of high-level manager, the contents to match with the business strategy and goal , and the contents can match with the need of staff and company.

Thesis (PhD(Education Management))--Universiteit van Pretoria, 2000. / Includes bibliographical references.

Este trabalho é um estudo exploratório sobre a Avaliação de Desempenho Organizacional em Prefeituras. A avaliação de desempenho organizacional, que pode ser realizada através de modelos teóricos já existentes, é um instrumento auxilia os gestores na condução de negócios de qualquer natureza. No entanto, até a realização do presente estudo, não havia nenhuma produção teórica a respeito da realização da avaliação de desempenho em administrações municipais. Este estudo pretende identificar e descrever como é feita a avaliação de desempenho em prefeituras. A metologia utilizada foi um levantamento através de questionário respondido por 67 prefeituras de municípios do estado de São Paulo.Os gestores dos municípios responderam a três tipos de questões: sobre quais indicadores a prefeitura utiliza, sobre qual a importância (numa escala de 1 a 5) atribuída a estes indicadores na avaliação de desempenho da organização e sobre como esta avaliação é realizada. Os resultados mostram que, em muitos aspectos, as prefeituras ainda têm uma visão tradicional da avaliação de desempenho, dando demasiada ênfase em algumas dimensões da administração, como a financeira e não realizando acompanhamento sistemático em outras. Por outro lado, notase também que alguns outros aspectos, mesmo que não praticados, são considerados importantes. Com base nas informações pesquisadas, o trabalho também propõe um modelo preliminar de avaliação de desempenho que poderá ser aprimorado e testado em prefeituras. / The present research is based on an exploratory study about the Measurement of the City Council´s Organizational Performance in the state of São Paulo. The Organizational Performance Measurement relies on preexisting theories and its result provides several contributions to the business of any kind. Until the present moment, it has not been postulated any Measurement of the Organizational Development of the City Council (also called Municipality). The subject of this research is to identify and describe in what ways the Measurement of the City Council takes place. For that, a questionnaire was collected among 67 municipal authorities in the State of São Paulo. The City Councils responded to three types of questions in the Evaluation form: the first regards to which indicators are adopted by each City Council; the second regards to the level of importance given to these indicators (using a scale of 1 to 5 points) and the last is about the way the Measurement proceeds. The results show that the City Councils in the state of São Paulo still retain a traditional way of evaluating its performance, deeply emphasizing some of the administrative aspects like the financial one and leaving aside some others. Despite not being stated by the City Councils, these aspects are considered to be of great importance. According to all the information collected, the dissertation proposes a previous Evaluation form to be improved and tested by the City Councils in the future.

Made available in DSpace on 2017-07-10T16:32:30Z (GMT). No. of bitstreams: 1 Dayane Andressa Loli.pdf: 1111172 bytes, checksum: f143e0261cb42239f9624ed62a46af92 (MD5) Previous issue date: 2016-01-25 / It´s a recurrent concerning in Business Administration, and many studies and discussions have been carried out, in order to develop tools and practices to improve organizational performance. This dissertation had as main goal to investigate one of the factors that, probably, may contribute to increase de organizational performance and are frequently not taken as important by managers: the remuneration. It was attempted to identify a possible correlation between spends with remuneration and indexes of profitability of the companies. In methodology, it was used exploratory research with a quantitative approach. The data were taken from BM&F Bovespa, among 38 companies classified as belonging to a non-cyclical consumer subsector. The data gathering was made using documental analysis, only secondary ones. To provide higher consistency to conclusions, data were subjected to a statistical treatment using multivariate analysis. It was applied techniques like Pearson´s Correlation and Linear Regression to identify a relation between the values of spending with remunerations and organizational performance. The statistical analysis was generated with aid of SPSS 20.0 software. It was researched the following hypothesis: there are evidences pointing to conclusion that remuneration spending contribute to improve the corporative profitability. The hypothesis was confirmed. Therefore, it was possible to conclude that remuneration spending has correlation with the performance of the profitability of the companies. / É tema recorrente na área de Administração e muito se tem pesquisado e discutido nos meios acadêmico e empresarial formas e ferramentas que melhorem o desempenho organizacional. Este trabalho, teve como objetivo central, investigar um dos fatores que possivelmente possa ser fator de avanços no desempenho organizacional e que, muitas vezes, não é considerado importante pelos gestores: a remuneração. Buscou-se identificar se há relação entre os gastos com remuneração e o desempenho das empresas. Na metodologia utilizou-se de pesquisa exploratória com abordagem quantitativa. Os dados foram coletados no sítio da BM&F Bovespa, são dados das 38 empresas que fazem parte do subsetor de consumo não-cíclico. A coleta foi realizada por meio de análise documental, sendo somente dados secundários. Para proporcionar maior consistência às conclusões, os dados foram submetidos a tratamento estatístico, utilizando-se da Análise Multivariada. Foram aplicadas as técnicas de Correlação de Pearson e Regressão Linear para identificar a relação existente entre os valores gastos com remuneração e o desempenho organizacional. As análises estatísticas foram elaboradas no software SPSS 20.0. Foi pesquisada a seguinte hipótese: Há evidências de que gastos com remuneração contribuem para que a organização melhore seu desempenho. Constatou-se que a hipótese levantada foi confirmada. Portanto, conclui-se que as variações dos gastos com remuneração têm correlação positiva com o desempenho de empresas.

Knowledge management, a broad collection of organizational practices related to generating, capturing, disseminating know-how and promoting knowledge sharing within an organization, and with the outside world, has become a critical determinant of competitiveness for the private sector in many countries. Knowledge management programs have been increasingly implemented in various enterprises all over the world. Many research dimensions in knowledge management, including phenomena of enablers and barriers, action of practices and strategies, level of individual and culture, knowledge of identification and valorization, technology of hard systems and soft systems, outcome of costs and benefits, etc, have been explored. Although a wide variety of factors have been identified as influencing knowledge management performance, little is known about the relative influence of each of these factors on corporate performance. In this paper, we adopt concepts of balance score card and develop an integrative model to understand better how these factors combine to affect knowledge management performance and corporate performance as well. Our model is examined from a survey of top 5,000 enterprises in Taiwan. Our survey questionnaire is developed by the amalgamation of available literature on knowledge management, particularly related to (1) comments on concepts and structure of three knowledge capabilities, i.e., knowledge identifying & capturing, knowledge sharing, and knowledge creating; (2) critical success factors of knowledge management, and (3) performance evaluation of knowledge management. Our study also gather the corresponding financial data of surveyed enterprises from Taiwan market observation post system. Our research results offer insight into the determinants of knowledge management and corporate performance. We have identified a number of specific factors that influence this matter. Furthermore, we have been able to examine the relative influence of the various factors identified as important determinants of knowledge management performance in literature. Furthermore, it provides decision makers with specific advice on ways to improve corporate performance via knowledge management. Thus, it appears that the integrated knowledge management and corporate performance model has significant potential for supporting both research and practice in this area.

Research and develop (R&D) can expand scope and depth of the products for enterprises, and extend the life of products, in order to keep the growing up continuously forever of enterprises. Which factors does R&D performance come from? Through References find the research structure whose are ' Internal Service Quality ', ' Working Satisfaction ' and ' Knowledge Management '. And then design the questionnaire, investigate, analyze, and get the real example result. This research regards R&D department of M company of the vehicle curtain industry of Taiwan as the target of check, collect interviewee to above-mentioned four dimensions approval degree, use SPSS software to analyzing, the conclusion is as follows: 1) Knowledge Management is positive influence to R&D performance, but explain that strength is on the low side. It shows it is on although Knowledge Management it is real reason, it have not probing into otherly importantly really (such as patents, R&D ability). 2) Working Satisfaction is positive influence to R&D performance, but explain that strength is on the low side. Shows Working Satisfaction although real reason, have other probing into really important factor (such as marketing ability). 3) Internal Service Quality is positive influence to Working Satisfaction, it is very good to explain strength. Shows that Internal Service Quality is an important real reason, the company should improve Internal Service Quality of R&D department, could improve better Working Satisfaction. 4) Knowledge Management is positive influence to Working Satisfaction, it is good to explain strength. Shows that Knowledge Management is an important real reason, the company should improve Knowledge Management of the R&D department, could improve better Working Satisfaction. 5) Knowledge Management is positive influence to Internal Service Quality, it is good to explain strength. Shows that Knowledge Management is an important real reason, the company should improve Knowledge Management of the R&D department, could improve better Internal Service Quality. This precise inference Internal Service Quality and Knowledge Management of research, in order to influence the important factor of Working Satisfaction, and then offer a administrator to improve and propose. And R&D performance Important factor, not merely two which this research institute mentions constructs the surface (Working Satisfaction and Knowledge Management ), but case Company can is it improve Working Satisfaction and Knowledge Management because of it really to influence R&D performance to have priority, other factors can be improving via the research later on , can promote apparent R&D performance even more.

Under the trend of internationalization and changes of the competition sorts, the focus that the mankind regards to business management, shift from tangible assets management to human's intelligence and invisible managerial ability of the system gradually (Quinn et al., 1996). And most of the present administrators admit the human resources have already become the most important assets of firms. But that the human resources management practice is be influenced by the complicated situation factor of unique historical incident and other feelings, so that manifest the characteristic with indistinct cause and effect. Therefore, Wright & McMahan (1992) thought it was difficult for the human resources management practice to be imitated, moved or duplicated by other firms. So, it appears that whether the business management could be combined effectively with human resources management practices is difficult. This research shows that the complicated situation factor impact on firm's administrators have already turned into the invisible human resources values, and then influence the development of the human resource management practice. So, the composition of the values of human resources, the influence of human resource values on to organization, and situation factor that influencing the human resource values, become the subject hoped to explore in this research. This research investigates and analyses through the real examples, and gets the results as below: 1. Build up the frameworks (factors) of human resource values. (1) Human resource acquisition management: ¡§Talents attract¡¨, ¡§recruit honesty¡¨, and ¡§power consolidation¡¨. (2) Human resource development management: ¡§Talents development¡¨ and ¡§teamwork¡¨ (3) Human resource compensation management: ¡§Gain sharing¡¨, ¡§concern staff¡¨, and ¡§treating equally without discrimination¡¨. (4) Human resource maintenance management: ¡§Democratic and open¡¨, ¡§centralization¡¨, and ¡§self-restraint and acting on one's¡¨. (5) The entire human resource values: ¡§The staff acceptation¡¨. 2. Attitude that firms can be divided into three kinds of different types according to the difference of human resource values: (1) Firms with values of decentralization and achievement-induced; (2) Firms with values of centralization and respect to staff development; (3) Firms with values of conservatism, closed, and bureaucrat. 3. Firm's characteristics apparently influence on human resource values. ¡§Industry type¡¨ and ¡§staff's education¡¨ are the firm characteristics with main effect. Except the industry types and staff's education, firm characteristics apparently influence on the HR values through the reciprocal effect are ¡§staff number¡¨ and ¡§firm establish time¡¨. 4. Human resource values apparently influence on management performance ¡§Recruit honesty¡¨, ¡§treating equally¡¨, ¡§treats equally¡¨, ¡§self-restraint¡¨, and ¡§staff acceptation¡¨ are 4 values with apparent influence on managing performance. ¡§Gain sharing¡¨ show negative influence on staff productivity of the similar industry or more business in addition. 5. HR values types(clusters) apparently influence on comparative management performance of similar industry. Values clusters also apparently influence through the reciprocal effect on objective and subjective (or comparative) management performance in addition.

Abstract After Joining WTO (World Trade Organization), being in international, versatile and global conflict, it is critical for enterprises to research new organization architecture and management in flexible way. That is to say, the functional flexibility, numerical flexibility or wage flexibility plays a very important role to improve capability, reduce cost and increase profit. Nevertheless, the strategy will be meaningful to improve performance when closely connecting with employees¡¦ satisfaction and involvement. This study is developed via the questionnaires on the highest executive and basic employees from 40 branches of case company. To investigate the interaction effect between human resource flexibility and performance by the highest executive survey, and to investigate the interaction effect between job satisfaction and job involvement after flexibility strategy executed by the employees¡¦ survey. Finally the analysis was done by reliability analysis, descriptive statistics analysis, one-way Anova (analysis of variance), correlate analysis and regression analysis, and find the following results: 1. The functional flexibility has significantly influences on organization performance. 2. The wage flexibility has significantly influences on organization performance. 3. Different point view on human resource flexibility will happen due to different characteristic. 4. After human resource flexibility executed, different organization performance will happen due to different characteristic. 5. Different point view on wages flexibility will happen due to different characteristic. 6. After wage flexibility executed, different job attitude will happen due to different characteristic. 7. After wage flexibility executed, job reward satisfaction has significantly effect on job attitude. According to the research result, we find a safe and fair wage reward system will have significant effect on employees¡¦ job satisfaction and job involvement. ¡§No pain, no gain¡¨, a friendly consideration will enable to improve organization performance.

Abstract Arthur Anderson Consulting spent thirty millions US dollars on corporate management research and development, which in turn developed ¡§The Best Corporate Workflow Knowledge Management System¡¨ for thousands of clients and consultants. This is the best example for successfully invented knowledge management. Not only foreign corporations are applying this resources management system to improve their competitiveness. Taipei government also applied knowledge management related measures facilitated by Microsoft Corporation in 2001. Taiwan Private Corporation obviously has already followed the trend on knowledge management. ITIS listed resources management system as one of the six significant techniques in 1996. The term ¡§Knowledge Management¡¨, has become a buzz word in corporate culture for a long time. Some observers said this is the trend for knowledge management in the future. Others think this is just an interim. Either one would be true; knowledge management seems to be one necessary means to replace other organizations restructuring direction. Currently, most of academic researchers in resources management primarily focus on application and subjective issues. There is a lack of study to prove whether knowledge management can improve organizational performance. The study brings organization performance and knowledge management into discussion order to figure out the effects from knowledge management and organization performance. With thorough investigation, there are several points that are worthy to note: 1. Different business strategy, industry category and life cycle devote differences in existing knowledge management culture and organization performance. (1) Those corporations which apply innovative strategies like knowledge management culture and organization performance usually have better satisfactory than those which apply other business strategies. 2. Knowledge management culture has tremendous effects on knowledge management performance and organization performance. 3. Knowledge management performance has partial mediatory effects on knowledge management culture and organization performance 4. Knowledge management strategy has partial moderator effects on knowledge management culture and intellectual capital management performance (1) If corporate intellectual capital is mostly explicit knowledge, corporate intellectual management performance will be better off when apply systematic strategy (2) If corporate intellectual capital is mostly tacit knowledge, corporate intellectual management performance will be better controlled by individualize strategy.

In order to maintain strong national competitiveness, the government needs to establish a management model composed of incorruptibility, efficiency, foresight, vitality, flexibility, and emergency capabilities. Having an appropriate management model is the expectation of all democratic states. After publishing the book of ¡§Reinventing Government ¡¨ the ¡§Reinventing Government¡¨ has become a trend. Many countries are making a great effort to reform and enhance the efficiency of government¡¦s function due to people¡¦s requests. An efficient government is a major indicator for national competitiveness, and the function of the government is a typically manpower intensive activity, consequently human resource management of civil servants is the key to an efficient government. Since the 1980s, countries such as those in Europe and the U.S.A have been trying to adopt strategic human resource management practices for improving the quality of civil servants, government efficiency as well as develop national competitiveness while facing the challenge of globalization and the demand of high-quality service. The main direction of government reformation is to strengthen the ¡§Human Resource Management¡¨ that features in empowerment, flexibility and market competitive mechanism, which is different to the traditional ¡§Personnel Management.¡¨ Purposes of the study: 1. To study the status and problem may have caused upon applying human resources. 2. According to the research framework, sampling surveys will be taken, so as to verify the assumption provided in the research. 3. To study the variation of recognition and interaction of civil servants in the research framework and analyze the influence to the achievements in an organization. All sampling surveys were administered to the first till the tenth of the River Basin Management Bureau and three Water Resource Bureaus located in the north, center, and south of Taiwan. Approximately 290 surveys were given on April 16, 2002 and 207 surveys were received on May 10, 2002. Two surveys were invalidated after a one-month survey period and the collection rate of valid surveys was 71.38%. Conclusion: 1. After reforming the organization, the achievements of an organization can be obviously higher, if the recognition of civil servants has higher positive effect and the organization values its staff more than before. Due to the unique biological organization, however the negative effect is still there, yet the achievements of an organization are enhanced and the civil servants still feel it strongly. 2. Proper manpower reduction can improve efficiency for certain organizations with redundant personnel, but it cannot be applied to a temporary manpower reduction. 3. In the present stage, the measure of flexible human resource management can enlarge the efficiency in an organization. On the other hand, the flexibility of subcontract, function, payroll, and operation cannot be seen because of the inflexibility in government system. 4. The measure of flexible human resource management is the strength to apply manpower reduction. However, subcontract merely affects the implementation of manpower reduction.