Abstract
In an enterprise, the purpose of any strategy or management activity is to enhance the business performance and corporate competitiveness. Therefore, the management of an enterprise employs different human resource management systems, utilizes a variety of specialists, materials, capitals, and information systems to lift up the human capital, and in turn, the business performance. Therefore, this research focuses on the influence of the team performance by utilizing variety of human capital and activities. It also discusses the effectiveness of different team leader empowerment in different enterprise.
The software industry in this research is categorized based on the industry classification ¡¥Industrial, commerce, and service industries survey¡¦ by the Executive Yuan, including computer software industry (program design, system design, system analysis, packaged software design, system administration), computer system integrated service industry (system integration, turn-key system). A total of 420 questionnaires were distributed to 63 companies; 181 valid questionnaires were returned at the usable response rate was 43.10%. This research applied 12 human resource management activities as the basis for discussion over the effect of human resource management activity to the organizational performance, and generalized three factors, that are factor (1) human resource development, factor (2) teamwork design, and factor (3) member relation. In respect to these three categories, this research also defines the empowerment of team leader in enterprise into three aspects as (1) ¡§self-awareness of development¡¨, (2)¡¨team relationship discipline¡¨, (3) ¡§team relationship influence¡¨.
The research findings showed that the human resource management activity (which is adopted by the software industry with high human resource capital) has three symptoms regarding to team performance. (1). Enhanced by team member relationship management system. (2). Team leader empowerment has no significant impact on team performance, as contrast to team empowerment has negative relationship with ¡§Quality Acceptance¡¨. (3). Different team leader empowerment resulting different team performance and it varies with different kind of business / industries.
| Identifer | oai:union.ndltd.org:NSYSU/oai:NSYSU:etd-0828103-121326 |
| Date | 28 August 2003 |
| Creators | Chang, Lin-Ing |
| Contributors | Shyh-Jey Chen, Ping-Lung Hsin, Nien-Chi Liu |
| Publisher | NSYSU |
| Source Sets | NSYSU Electronic Thesis and Dissertation Archive |
| Language | English |
| Detected Language | English |
| Type | text |
| Format | application/pdf |
| Source | http://etd.lib.nsysu.edu.tw/ETD-db/ETD-search/view_etd?URN=etd-0828103-121326 |
| Rights | off_campus_withheld, Copyright information available at source archive |
Page generated in 0.0024 seconds