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.
| Identifer | oai:union.ndltd.org:NSYSU/oai:NSYSU:etd-0908105-110723 |
| Date | 08 September 2005 |
| Creators | HSU, MEI-HUI |
| Contributors | Wen Chin Fong, Yu Ming Chu, Chen Yi Rung |
| Publisher | NSYSU |
| Source Sets | NSYSU Electronic Thesis and Dissertation Archive |
| Language | Cholon |
| Detected Language | English |
| Type | text |
| Format | application/pdf |
| Source | http://etd.lib.nsysu.edu.tw/ETD-db/ETD-search/view_etd?URN=etd-0908105-110723 |
| Rights | restricted, Copyright information available at source archive |
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