Practices of Human Resource Management for R&D Department of IT Industries Yu-Chen Chen Abstract High-Tech Industries play an important role to Taiwan¡¦s economic development over recent years. The innovation & technology enhancement of research & development department become the core competitiveness of high-tech enterprises. This paper aims at probing into the human resource management for R&D department for an integrated conclusion of which offers the best practice reference in R&D, and then to strengthen the advantageous position of Taiwan high-tech industries in the worldwide market. This paper focuses on: 1. Investigating for the ways of organization & management of R&D department, and the efficiency it brings by the human resource strategies and policies. If there¡¦s any difference or common features of human resource measures to fit in with high-tech industries, and that takes good effect upon R&D department¡¦s performance. 2. Research into R&D organizations for what are the existing HR systems? What is the HR role expected from R&D talents? The necessity of competency enhancement of R&D professionals to cope with business growth. Drawing a conclusion to collect the executives in the case companies with good HR management styles tailored to R&D professionals¡¦ needs. 3. With the characteristics of short-life cycle, high complexity and changeable technology, how the interaction it would be between R&D talents and the people implicated internal and external of enterprises. What are the must adjustments of R&D people to get with reality challenges? And finding the collaboration between departments of human resource and R&D to move up productivity & competitiveness. Keywords: high-tech industries, department of research & development, innovation, human resources practices.

ABSTRACT Human Resources Management of Elevating Service Quality of Junior Service Personnel and Customers¡¦ Degree of Satisfaction ¡V Using the Junior Service Personnel of Banks in Kaohsiung City as the Scope of Case Study In 1990, the restriction on the establishment of new banks was lifted, and 16 new private-operated banks came into existence, extending the competitive market dimension of the financial service industry. This would absolutely throw a revolutionary impact upon banks. Furthermore, since Taiwan was acceded to the global WTO in 2002, large foreign-based financial institutions have entered Taiwan local financial market with tremendous capital and advanced services and products. In the foreseeable future, they will bring up unprecedented pressures of operation and survival upon the banks in the financial service industry that has an annual productivity of 1200 billion dollars. This research began with the human resources management perspective that is performance oriented and development oriented and set out to investigate the relevancy and objective of the case junior financial and service personnel who worked under the operation of this management dimension system, through the conveyance of personal service quality, to achieve the elevation of overall service quality and customers¡¦ degrees of satisfaction. After literature investigation and the compilation and review of relevant theories, a questionnaire survey was conducted, and by using PZB model as the basis, the obtained data underwent a factor analysis and the SPSS 12.0 for Windows XP software package was used to conduct statistical analysis of these data. Then Kaiser Varimax of main factor analysis was used as the rotation axis to extract the dimension factors of this research. Finally, one-way ANOVA and canonical correlation were used to analyze and investigate the differences between the variables and correlations, which would be used as the viable theoretical foundation of the hypotheses of this research. In addition, after conducting statistical analysis of the data about the case banks, this research found that in the two aspects of human resources management, the junior employees had higher degrees of approval of development orientation that those of performance orientation, which seemed to overthrow the long-standing traditional concept ¡V using ¡§performance orientation¡¨ of realistic or tangible feedback as the prime basis for selection. On the contrary, although the junior personnel work in the employment market of unfavorable and competitive financial service industry of various kinds, this research has found that as a matter of fact, junior personnel of banks still have high degrees of approval of ¡§development orientation¡¨ and vision for ¡§development orientation,¡¨ in spite of the threats posed by the WTO globalization and the waning trend of the ¡§golden bowl.¡¨ This seems to provide bank management, amid celebration, with a new thinking of establishing better and forward human resources management procedures and regulations related to loyal, committed and competent employees.

Based on previous study, Reinartz, Krafft & Hoyer (2004) argued two outcomes. One is that CRM process measure outlines three key stages: initiation, maintenance, and termination; the other one is that the implementation of CRM process has a moderately positive association with both perceptual and objective company performance. This research uses statistical way to exam the three stages of Customer Relationship Management along with human resources management, coordination between various departments in enterprise, the computer technology three factors, carries out the customer relationship management compared with various steel and iron enterprises to tell the degree that management level value and invest, whether affects the enterprise economic performance. During this research induces the customer relationship management flow and the steel and iron industry relations is: (I) The customer relationship initiation, the customer relationship maintenance stage and the computer technology has the frontage influence to the enterprise achievements. (II) The customer relationship termination stage and the human resources management have partial influence to the enterprise achievements. (III)The coordination between departments in enterprise and enterprise achievements, the influence is not certainly obvious.

¡§People¡¨ is the key to a company¡¦s success, as all processes from R&D, sales to services were handled by people. Therefore, quality of a team determines whether a company will be successful or not, and this is exactly why companies starting to pay increasing attention to ¡§core competency¡¨. Technology, products and services can easily be duplicated, but employees are the only, and most important, assets in a company that can not be replaced. Excellence employees will lead to the competitiveness and profitability of a company and are the foundation of successful companies. It is an imperative for modern companies to cultivate employees¡¦ ¡§core competency¡¨ so that companies can reasonably leverage, motivate and accumulate top quality human assets in order to reach maximum productivity and support the actualization of operation strategy. This study aims at using case study of a software development company of high tech industry to understand the construction of the core competency model and its process. Through literature review, focus groups and executive interviews, the study comes up with the core competency of all employees and the managerial core competency of managers. The study hopes to be able to help other industries to introduce their core competency so as to increase the overall organizational efficiency. Core competency means the knowledge, skills, behaviors and traits that employees need in order for a company to actualize its operation strategy. Therefore, the mid- to long-term business strategy is the base of the development of core competency. The 5 core competencies in the study were developed based on the following factors: company mission and vision, 3 year strategies and goals, unique competitive advantages, key successful factors and the benchmarking of other model companies. Each core competency must have very clear definition and description of its corresponding behaviors of the contribution and impact for various levels of employees. The definition and behaviors descriptions serve as the base for the company¡¦s core competency evaluation and also set the future direction for the company. This study results showed that the company, after introducing core competency system, was able to understand precisely the core competency gap between its individual manager and the team average. The study also demonstrated the fact that the individual manager¡¦s core competency improved visibly in a year through training on the targeted core competencies. This study validated that the organizational efficiency can be increased by the constructing of core competency system and the implementation of the performance management system.

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.

Many studies have found that the more well-being of employees, higher productivity. Despite the financial turmoil in 2008, the economic environment is full of uncertainties, however to attract good talents to increase the competitiveness is still a very important goal for many enterprises. Especial in recent years, it¡¦s harder and harder to getting good talents. The enterprises provide the good salary strategy for attracting outstanding talented people. Under the reduction of personnel costs, the outsourcing becomes one of the main approaches for an enterprise in order to keep normal operation."Employee benefits outsourcing" to improve employee satisfaction is an important welfare policy. The main purpose of this study was to explore the key success factors of employee benefits outsourcing. Through the interviews from the field, the study was designed from the point of view of vendors to understand outsourcing factors, enterprises characteristics for the outsourcing and outsourcing processes, for the impact of employee benefits outsourcing. The main conclusions are summarized as follows: 1.Costs are still the main considerations as outsourcing the employee benefit. Generally, the corporations, choosing to outsource employee benefits, have the concept of outsourcing and more attention to the interests of employees. In addition, the employee benefits will be changed by the environment and the times. 2.There is no clear connection for enterprises¡¦ character in outsourcing, such as the size, public or nationality. The research tells us that the corporates to outsource the employee benefits have more respect for the employee benefits as well as all have a concept of outsourcing welfare. 3.From the literature and interviews, the study found that there are fewer differentiations in the outsourcing projects process. The main factor influenced the success of outsourcing is still in whether the enterprises know their actual demand and the vendors are able to clearly catch the demand of outsourcing companies, and provide good recommendations and services. 4.In addition to costs, from the point of view of vendors, another critical success factors for outsourcing is the key person. "The preferences of the key person" will not only affect the "choice of outsourcing vendors", "outsourcing source "and" the acceptance of new service ", but also affect the whole direction of outsourcing.

<p>Scandinavia comprises Denmark, Sweden and Norway. Twenty years ago, the concept of Scandinavian management was created (Grennes, 2003). Earlier research is referring to culture as the reason for different management styles around the world. It is also found that human resources are highly valued in Scandinavian manage-ment (Eriksen et al., 2006). This study aims at understanding what Scandinavian management is and see if this matches with the style of management actually practised in Sweden.</p><p>The purpose of the thesis is to, through empirical examples, study what Scandinavian management is and if it is practised on the Swed-ish market. Included in the purpose is also to investigate how Scan-dinavian management is addressed in prior research.</p><p>This study uses a qualitative method. Two earlier done case studies about Manpower and IKEA are used. Using a qualitative method, we have conducted five interviews to get accurate data to help us answer our purpose. Two of the interviews were conducted with representatives from both Manpower and IKEA. One interview was done with Schramm-Nielsen who is an expert in the field of Scandi-navian management. The last interviews were carried out with two persons with a wide range of experience in the field of management in Sweden.</p><p>The study concludes that the main focus of Scandinavian manage-ment lies within human resources. Equality, communication, coop-eration, trust and consensual decision making are vital elements in the concept of Scandinavian management. Managers in Sweden are focused on their employees and feel that they need to satisfy them in order to motivate them. This motivation has proven to lead to better productivity and performance of the organization. Swedish managers are indeed focused on human resources and are practising Scandinavian management. Scandinavian management is necessary on the Swedish market as it increases the chances for having a pro-ductive company with satisfied employees and customers.</p>

Begreppet Human Resource Management, d.v.s. ledning av de mänskliga resurserna, har de senaste åren vuxit sig större. Detta beror bl.a. på att medvetenheten kring organisationer och hur man får anställda att öka produktiviteten har blivit större. Idag vet vi att de psykosociala faktorerna på en arbetsplats är av stor vikt för att få en ökad produktivitet och effektivitet. Före och under 30-talet ansåg forskare att människan drevs och motiverades av ackordslöner och andra belöningar. Idag vet vi bättre och företag som har ett HR-perspektiv arbetar aktivt för att skapa delaktighet, motivation, engagemang, socialt stöd, kompetensutveckling etc. Detta för att personalen ska må bra och bidra till organisationen med sin kunskap och kreativitet. På så sätt blir organisationen mer effektiv och de anställda mer produktiva. Denna studie syftar till att undersöka hur HRM-arbetet ser ut på ett mindre företag där det inte finns någon specifik HR-funktion. Lyckas företaget skapa delaktighet, motivation, engagemang, kompetensutveckling, goda relationer och socialt stöd och hur påverkas de anställda av dessa komponenter? Med en kvalitativ metod undersöks dessa frågor. Datamaterialet besår av åtta semistrukturerade intervjuer. Utifrån den såkallade Harvardmodellen studeras komponenterna delaktighet, motivation, engagemang, kompetensutveckling och goda relationer. Vidare studeras även komponenten socialt stöd då detta spelar en avgörande roll enligt Krav-kontroll-stödmodellen. Resultatet visar att det finns en del brister på arbetsplatsen gällande delaktighet, tydlighet, dokumentation och delvis socialt stöd. Företaget har dock lyckats skapa trivsel, engagemang och motivation trots avsaknaden av en specifik HR-funktion. Studien visar att goda relationer och de sociala stöd som erbjuds verkar ha fungerat som en buffert som kompenserar bristerna i delaktighet.

This is a descriptive study that poses the questions and discussion regarding use of personality tests in prediction of future job performance of the current undergraduate hospitality students. A gap exists between the perception of the skills and competencies of high performers and the perception of hospitality students (Berezina et al., 2011; Malan, Berezina & Cobanoglu, 2012). The purpose of this study is to investigate if personality tests will help in predicting the success of students in their preferred job setting as compared to current high performers (managers). The use of personality tests increased substantially after 1988, when the government banned the use of polygraphs (Employee Polygraph Protection Act, 1988 as cited in Stabile, 2002). Although there is no right or wrong answer to personality test questions, the answers would allow employers to have a better idea if there is a sufficient fit between the applicant and the position sought. To compare the personality types of successful hotel managers and hospitality students to determine if there is a need to customize the hospitality curriculum in order to produce graduates who will fit to the correct type of positions, a convenient sample was drawn from a hotel management company's managers and hospitality students of a university in the Southeast USA. The sample for this study was 175 Managers and 150 Students. With the 144/175 (82% response rate) manager and 76/150 (51% response rate) students the main findings show there is a significantly difference between managers and students. This indicates that current hospitality students and current managers have different perceptions about hospitality industry. Since current students will work on the industry in the future, the difference needs to be eliminated by both curricular and extra-curricular activities. There are also significant differences among managerial positions' (general manager, assistant general manager, and director of sales) LDP scores. This could indicate that it might not be a good fit to promote these individuals from one position to other within the company since each position differs from each other.

The purpose of this thesis report is to make a critical examination of the basic factors, together with their interrelationships, which are involved in college recruiting of students with managerial potential. The ultimate objective of this analysis is to provide a theoretical and factual basis for establishing or improving a managerial recruiting program.