In the current era of knowledge economy, the core of the competitions between corporations has evolved from production to management, and now focuses on the acquirement of adequate human resources and the amelioration of innovation. To corporations, the most vital task is often not how to obtain capable human resources, but rather how to ensure the existing ones continuously contribute to the progression of the firm. This involves the internal culture of the firm and its organizational layout; moreover, the most direct effect comes from the ¡§push-and-pull¡¨ interaction between the employer and employee, which is the fundamental quality of employee relations. This research first intends to explore and clarify the meaning of employee relation through a comprehensive study of the aggregated works on related applications of labor relations by previous scholars, including labor union, collective bargaining, negotiation, and labor involvement and participation. Bearing the attributes of high-tech industries in mind, the actual practice of employee relations can then be categorized under six major groups through an understanding of renowned models on labor relations: direct financial rewards and benefits, indirect financial rewards and benefits, non-financial rewards and benefits, employee participation and involvment, organizational communication and management on labor relations. Based on these six categories, an analysis of the actual practice on employee relations leads to the following conclusions: A.Direct financial rewards and benefits In respect to the base-salary system, position-oriented system is more widely adopted than the ability-oriented and the seniority-oriented ones. The ability-oriented system, though, imposes the maximal impacts on employee relations. In respect to the motivation system, the year-end profit-sharing system is the most common one, and it is also considered to be having the best effect on stimulating employee relations. In most firms, the department of human resources is the key unit in charge of the motivation system. B.Indirect financial rewards and benefits Regarding economical benefits, most companies follow the traditional model and engage in pension plan, the subsidy for marriage and funeral. Injury compensation is often acclaimed to be the most essential program in enhancing employee relations. These programs are often done through the Human Resource Department and the Employee Welfare Committee. Regarding benefits on leisure activities, the most common activity is domestic and international travel coordinated through the Employee Welfare Committee. Regarding facility benefits, high percentages of firms have contracts with stores or other corporations for discounts and pre-arranged special rates. However, labor co-ops are preferred as the facility that improves employee relations the most. In general, facility benefits are coordinated through the General Administrative Department, the Human Resource Department and the Employee Welfare Committee. Regarding services benefits, most firms respect foremost the smoothness of complain and appeal channel of lower-ranked employees, and they also achieve improvements on employee relation through family goodwill policy. Most of the services benefits are managed by the department of human resources. C.Non-financial rewards and benefits In respective to non-financial compensations, the leadership style of the high-tech industry often focus on the involvement and participation from the employees, and this is often done through inquiry and commentary. Regarding the working environment, the business sectors widely adopt regulation and policy on assessment, opportunities and fairness for advancement. Flexible working hours have also been known to have positive effect on employee relations. Benefits in this category are usually overseen by the Human Resource Department. D.Employee participation and involvement Most corporations implement labor participations through employee suggestion program, which also improves employee relations the most. Regarding the rights of employee participation, the participation level on financial management is the lowest, but the participation level on company¡¦s policy, marketing, production and human resource management are normal. E.Organizational communication Regarding organizational communication, parallel communication is more efficient based on survey results. The efficiency of downward communication and upward communication is normal. Besides, bulletin board, telephone, interview, meeting, and e-mail are commonly adopted, especially the last three improves employee relations most. F.Management in labor relations Regarding management on labor relations, there were only few unions in hi-tech companies. Conciliation is most widely adopted on labor dispute. Collective bargaining and collective agreement improves employee relations greatly. Since most companies do not organize unions, conciliation is more preferred, compared with arbitration and lawsuit.

Silicon Valley has increased its political engagement over the past decade, and is becoming an increasingly powerful force in government. It defies traditional affiliation labels, and behaves differently than other industries. It embodies a blend of altruism and self-interest, which guides its interactions with government and its intentions in affecting policy changes. In order to better understand Silicon Valley's political life, this thesis outlines a brief history of its development, and then delves into three policy issues: education reform, immigration reform and encryption and security. This focus allows for an up-close, detailed look at the multi-faceted relationship between Silicon Valley and the government.

The main topic of discussion of this research is about the functions and role-played by high-tech human resources employees and to confirm what are the key factors needed to assure success at the role they play? How to maximize human resources functions and role they play to achieve the goal of empowering the industry¡¦s added value and efficiency, this is to be the main consideration of a human resources expert personnel in self-improvement. Ulrich¡¦s role vantage point was used in this research during observation, 4- role structure was applied and 20 appraisal standard tests were designed. Through experts¡¦ discussion and comparison to confirm the importance of 4 role structures, the order according to it¡¦s importance are the following: 1. Strategic human resources management 2. Employees contribution management 3. Company basic constructive management 4. Transformation and changes management. The Analytical Hierarchy Process AHP was applied during the processing of this research, after sorting and organizing the experts¡¦ evaluation and comparison of each role structure, the result shows that, 1.In high-tech industry human resources role structure comparison, the strategic human resources management is the most importance with a highest importance value of 43.9%, the other structures value of importance are: Employees contribution management 21%, company basis constructive management 18.4% and transformation and changes management 16.7%. The results conform with Ulrich¡¦s (1997) view about the human resources experts¡¦ emphasis should shift from ¡§doing the things¡¨ to¡¨ achievable result¡¨. 2.Fitzenz (1993) thinks that the organization and human resources management can lead to high-performance results. It encourages people to join the organization it should join, continue to produce high production rate, long-term organization commitment and maintain the competitive edge, the result of this research also conforms to that opinion. In the high-tech industry where the competition is stiff, to be able to maximize the human resources cost is the greatest benefit. Employees¡¦ contribution management has always been the main important point at work, that¡¦s why it is next important to the strategic human resources management, it is worth for human resources personnel to pay more attention to. 3.This research¡¦s scope is only within the high-tech industry, it was found that the transformation and changing management¡¦s less important than the other 3 structure, it did not receive much attention contrary to the general opinion that high-tech industry demands more change. As a logical conclusion, due to difference in company life cycle, product life cycle, level of technical R&D, therefore the degree of these needs are not the same, moreover, changes needs the support of the higher management and a proper timing, also, it cannot be executed at the same time so it¡¦s actual level of importance was limited. 4.Human resources strategy must be in consolidated with the enterprise strategy this research matches several scholars¡¦ opinion. In the 20 items of evaluation standard, the most important structural phase is the strategic human resources management where 3 items were included in the first 5 items of the evaluation standard. The items included are: coordinating the human resources matters and operation strategy comparative importance 14.1%, cooperate with enterprise goal in setting the human resources strategy, comparative importance 11.5%, joining the drafting of business operations strategy, comparative importance8.2%, this only shows that strategic human resources management is the most crucial key structure phase.

Abstract Networks are a general feature of Taiwan¡¦s industry. Alongside rapid developments in technology, the island¡¦s industrial structure is being transformed; at the same time, new approaches to administration and management are developing. Hi tech industries are playing a vital role in Taiwan¡¦s economic growth, and this thesis aims to uncover the network characteristics of these industries. The thesis uses the extensive literature available today as the source material for analyzing and comparing the industrial and network characteristics of both traditional and hi tech industries. Three important underlying factors are presented in this thesis; together, these factors help to understand the differences between network characteristics in traditional and hi tech industries. Our research into the characteristics of networks in hi tech industries revealed some interesting results. Firstly, we found that these networks are more elastic, and better able to react to changes in the business environment than traditional networks. Secondly, we discovered that job status in hi tech industries is generally less obvious, more equal and more fluid. Thirdly, existing personal connections still play an important role in hi tech industries, but are less important than in traditional businesses. Networks in hi tech industries have inherited many characteristics of the traditional network; however, as the industrial environment has changed, so networks within hi tech industries have developed many interesting characteristics which differ from traditional industrial networks in important ways.

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.

This research focuses on training bundles, nonstandard work arrangement and their relationship in high-tech industry, and the conclusions are listed as follows, 1. Training bundles and training effectiveness Training practicability has a positive impact on employee productivity, company profitability, innovation and reduction of employee turnover rates. Training institutionalization has a positive impact on employee productivity and company profitability. Rather than reducing employee turnover rates, training has the greater positive impact on employee productivity. Furthermore, larger organizations have higher level of training practicability. 2. Nonstandard work arrangement in high-tech industry As the data showed, over 80% companies ever had nonstandard work arrangement in 2002, and in the companies that had such arrangement, fixed-term hires and subcontractors were mostly used. To adjust for business fluctuations and reduce administrative workload are first two reasons why companies use nonstandard work arrangement. Limited head count and personnel cost saving are also important factors to hire nonstandard workers. In particular, cost saving is the most important factor for companies to use subcontractors. About the occupational structure, most nonstandard workers are either present in the position of administration or production. Only subcontractors are most present in the service occupations such as janitors, cleaners or caterers. With regard to personnel cost saving, compare to using dispatched workers, part-time workers and fixed-term hires are more helpful to reduce the personnel cost. 3. Training bundles and nonstandard work arrangement The result indicates that the level of training bundles can not be the determinant of using nonstandard work arrangement. Besides, we found that organization size has a positive effect on using nonstandard work arrangement, fixed-term hires, dispatched workers and subcontractors.

Work deals with global trends in high-tech industry which are mainly consolidation, concentrations and regionalization. It provides the definition of the high-tech industry, then focuses on specific sector - semiconductor industry. It describes the characteristics of the manufacturing process and workforce. A special part is devoted to government policies regards to the semiconductors research and development. The last part is devoted to a case study of the American company - Texas Instruments Inc. which has been playing the important role in the world semiconductor industry.

The present thesis examines the relationship between innovation and gender diversity in the workforce, through the lens of new firms in the Stockholm Tech start-up ecosystem. Taking a point of departure in a knowledge-based understanding of innovation and firm dynamics, the study explores the relationship between gender and innovation at the firm level. First, the theoretical framework is built on relevant literature and empirical research in a multidisciplinary fashion. Then, a qualitative inquiry is designed with the aim of contributing to the growing research corpus in the intersection of gender diversity and firm capacity to innovate. Employing a qualitative interviewing method, data was collected among founders and founding team members of entry-level tech start-ups in Stockholm. The objective was to document how founders and entrepreneurs, in general, approach gender diversity when building their start-up teams. The analysis reveals that gender diversity, albeit acknowledged as an input to innovative performance, is not prioritized over other human capital aspects, such as talent. This is in line with the bulk of literature that studies the diversity in knowledge base and firm performance, hence highlighting the cognitive aspects of innovation process. The thesis findings are of considerable benefit both for broadening the extant approach to innovation process and for understanding gender diversity dynamics in the workforce.

This study provides an empirical analysis of patent litigation and innovation within high-tech firms. There is a significant drop in R&D over the course of the eleven year period of interest. However, the results do not show litigation causing a significant effect on R&D investments as either a percentage of revenue or a percentage change from year to year. Secondly, there was found to be a slight drop in percentage change of patents earned per year over time, but this was not found to be significantly caused by litigation. However there is strong evidence to support that increased litigation does cause the percentage of patents classified as utility patents to fall. Since this ratio of utility patents per total patents can be viewed as an indicator of innovative quality, this trend suggests that litigation does cause overall innovative quality of a firm’s efforts to diminish.

In 1984, in the background that the level of salary in Taiwan was far lower than Europe and America, UMC was the first company setting up the employee bonus shares as well as the allotment of stock dividends in order to allure the domestic and overseas elites. Afterwards, this mechanism has become the characteristic of Taiwan¡¦s electronic industry to appeal the talents . By 2007, the issue of expenditure of employee bonus shares emerged. Undoubtedly, the high technology industry, in which the employees benefitted the most from the system of employee bonus shares and the allotment of stock dividends, was the one being impacted the most. Therefore, every company took various measures to avoid the employees¡¦ leaving and maintain the company competitive in response to this situation. The system of expenditure of employee bonus shares has been conducted for 2 years since 2008. So the impacts of this mechanism have been presented and the influences of those responsive measures should have been in effect. What was the impact from the system of expenditure of employee bonus shares to Taiwan¡¦s high-tech industries indeed? What was the measure dealing with the human resources that each company took to reply this situation? Thus, this study took some Taiwan public high-tech companies and consultant companies famous for its specialization in employee salary and bonus as our case studies. Through the collection of these case studies, we found some common measures between these companies. Besides, to increase the practical value of this study, we analyzed the measures, the background factors, and all the impacts in details and in depth. In sum, we hope we could offer the directional guidelines for the development of innovative employee incentives and provide some advices to those companies encountering the problems in designing the reward system. The findings were listed as below: 1. For the most companies, they did not take the timely measures in 2008. In the year of 2008, the global economic climate declined. Each company focused on the matters how to increase the sales and decrease the expenditures, so they viewed the leaving of employees as healthy and allowed. That was why they did not take timely measures for the system of expenditure of employee bonus shares. By 2010, due to the economic climate recovery, the sales of each company turned better and the companies started to plan the new reward mechanism to induce and keep those elites in house. 2. Those responsive measures only focused on the adjustment of the employee reward system, but other human resources practices did not change too much. Those respondents emphasized largely in the adjustment of the salary structure or other new design of the reward system; however, they did nothing to the side of the human resources. 3. The number of transfer is expected to increase largely in 2010. Because the economic climate and the income of each company are getting better, the respondents all anticipated they will be impacted by the increasing turnover rate of their employees. Similarly, recruiting talents from other corporations would get intense and the employees would start to search the opportunity to serve in other company. In addition, the human resources would leap over from one industry to another, because the incentive of the employee bonus shares in high-tech industry disappeared. As result, the high-tech industry may not be the first priority for a job. The brand power of the company, the operating status, the vision of the future, and even the individual growth for the employees could be the major indicators for a job. To sum up, from the case studies in regard to the human resources practices in Taiwan¡¦s high-tech industry, we could find the system of expenditure of employee bonus shares did not bring the severe change to the human resources in Taiwan¡¦s high-tech industry. In fact, the hugest influence is that the high-tech industry is not so attractive as before anymore. In the future, competing for the human resources would not only limit to the high-tech industry, because other outstanding corporations from various industries and the foreign companies may lead to the flow of those elites moving between industries.