| Summary: | 碩士 === 國立中山大學 === 人力資源管理研究所 === 89 === This thesis is an exploring study. It is exploded which source and base of human resource (HR) executives’ influence power come from. It is studied what factors of outside and insides impact the influence power.
In the process of study, it is used the method of the focus group interview. From the experience practices of human resource executive it could be analysis and understood how human resource executives to influence their boss, colleague, subordinate and so on. It could be referred for human resource workers or specials.
At last this study generalize the sources, base, and strategy and tactics of human resource executives’ influence power, and propose some propositions as fellows:
Proposition 1: The highly position or title of HR executives, the effectively they could introduce HR function.
Proposition 2: The influent sources of HR executives mainly include business knowledge, capabilities, experience background, interpersonal relationship, performance of work, and personal characteristic. Those could push effectively the influent power.
Proposition 3: HR executives of new companies could easily develop their job than old companies.
Proposition 4: HR executives of foreign companies could easily develop their job than local companies.
Proposition 5: HR executives of affiliate companies could easily develop their job than central companies.
Proposition 6: HR executives of high tech companies could easily develop their job than heredity manufacture companies.
Proposition 7: the concept of boss could impact the function and job of HR executives. Maybe the bosses of heredity manufacture companies could be conservatism, so the HR executives of heredity manufacture companies must use special method or strategy of influence.
Proposition 8: the different strategies of influence for the object have interactive and reinforcing effect.
Proposition 9: The roles of HR executives’ of different industries (e.g. high tech vs. heredity manufacture) are different. Accordingly strategies of influence for the subject or issues object are different.
Proposition 10: HR executives expect different influence effect, so they choose different strategies of influence.
Proposition 11: HR executives choose different strategies of influence because their personalities and preferences.
Proposition 12: HR executives choose different strategies of influence because their different levels (e.g. position or title)
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