The aim of this dissertation is to study the relationship between the management of human resources of nonprofit organizations and the organizational transformations, using ¡¥Institution of Tainan Home of Philanthropy of Taiwan¡¦ as a model.
Institution of Tainan Home of Philanthropy belongs to one of the nonprofit social welfare organizations in Taiwan, and its history can be traced back to as early as Qing Dynasty at 23 Kangxi Age (in 1684). In the early years, it certainly played a governmental role as in carrying the burdens and responsibilities to support welfares and help the minorities, and that is how it could gain its renowned title. After several integrations and expansions, it develops into the largest and the most well-developed and fully-established charity in Taiwan, which is truly a classic model representing the nonprofit organization. Because its fame and influential status in the national welfare society, many focuses have been concentrated on whether this organization can maintain its competitiveness and long-lasting operation. This study investigates the management of human resources, the organizational transformation, and the achievement and performance by the nonprofit institutions, and it also discusses if implementation of reorganization can result in an improved performance by the Institution of Tainan Home of Philanthropy so that the institution can keep on existing in the society and continue running to provide unlimited supply of high quality services to the public.
The case study method is used as a tool, and extensive literatures are collected as references and resources for later analysis and examination in this study. Moreover, five volunteers are chosen to be interviewed in great detail, and the information gathered from the interview is then subject to SWOT analysis, which is beneficial to the discussion of the research questions. The major conclusions are drawn as following:
1.Extrinsic environmental impacts result in increased level of competitions between nonprofit organizations; therefore, intrinsic environments of these organizations require to have very robust committee boards to function and to strengthen the management of the human resources. Moreover, obsolete facilities need to be replaced in order to elevate competitiveness; as a result, reorganization is necessarily to be conducted.
2.The committee board is the foundation and the key to direct the policy development; consequently, it plays as the most important catalyst to promote transformation of nonprofit organizations.
3.Practicing human resource evaluations, monitoring achievements of the staff, printing out the employee¡¦s manuals for them to be aware of their work contents and duties, and fairly conducting performance reviews of workers annually can help increase productivity and maintain high performance of the workforce.
4.Developing an institutionalized environment, fulfilling legal administrations and conducts, and always following rules from the manuals can greatly eliminate too much of self-consciousness and any legal discrimination.
5.Establishing employee assessment allows the staff to be on the same competition platform and to have the courage to face challenges so that any resistance for organizational transformation can be prevented and a close relationship between human resources and reorganization can be developed.
| Identifer | oai:union.ndltd.org:NSYSU/oai:NSYSU:etd-0730107-174945 |
| Date | 30 July 2007 |
| Creators | Hsu, Jung-tsung |
| Contributors | Jin-hwa Wu, Chin-kang Jen, I-Heng Chen |
| 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-0730107-174945 |
| Rights | unrestricted, Copyright information available at source archive |
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