Universiẗat, Diss.--Köln, 2007.

München, Techn. Univ., Diss., 2001. / Computerdatei im Fernzugriff.

München, Techn. Univ., Diss., 2001. / Computerdatei im Fernzugriff.

München, Techn. Universiẗat, Diss., 2001.

Zugl.: Freiburg (Breisgau), Univ., Diss., 2008

Zugl.: München, Univ., Diss., 2009

Diss. Helsinki School of Economicse.

Thesis (doctoral)--Universität, Freiburg (Breisgau), 2005.

In order to face the dramatic changes of global economy and survive under highly competitive environment, a lot of companies put efforts to decrease production costs and improve customer service in recent years. Many organizations, which will concentrate on their core business and outsource the others, are trying to create simple and flexible organization structure to lower costs and improve working efficiency. Those show that outsourcing, which more and more organizations pay attention to, has become an important issue in these years. Based on current human resource function classification both in Taiwan and other countries, we would like to explore and discuss those HR functions which companies in Taiwan tend to outsource now. We have surveyed 219 companies in Taiwan that included 119 companies which outsourced some HR functions and 100 companies which did not outsource HR functions. The analytical methods, descriptive analyses and Chi-square test, were adopted in this study to help us understand which HR functions those companies choose to outsource. Moreover, we will also discuss what factors they have concerned during the outsourcing decision making, the relationship among company size, industrial field, year of establishment, and HR outsourcing functions, the difficulty they met while HR function outsourcing, outsourcers selection, and the reasons why those companies choose not to outsource HR functions in this study. The result indicates that most companies tend to outsource their HR functions of recruitment and training. The reasons to outsource those HR functions are mainly on cost-effective concerns and organizational core competence development as well. Besides, no significant result shows on the relationship among company size, year of establishment, industrial field and HR outsourcing functions. The main difficulties which those companies meet are that there are not enough qualified outsourcers to choose and they can not keep a good relationship with those outsourcers. While considering the qualified outsourcers, their experience and performance in the past are the major concern which implies that the transaction cost is the important issue for those companies. The dissatisfied outsourcers¡¦ service and the internal important information protection in the company are the main concerns for those who did not outsource their HR functions.

Thesis (doctoral)--Universität St. Gallen, 2009.