Human Resources Management、Organization Change and Culture Relationship Research-Case Study for Large Manufacturing Corporations

• Main Authors: Chao-Kuang Yu, 游朝光
• Other Authors: 楊千
• Format: Others
• Language: zh-TW
• Published: 2003
• Online Access: http://ndltd.ncl.edu.tw/handle/98844659865483066437

碩士 === 國立交通大學 === 管理科學學程碩士班 === 91 === Abstract: The perspective of a business is to operate it for a long term. In order to achieve this concept, all the team members should constantly enhance their abilities needed for their work. The focus of human resources management for business is to gather a group of people who have given the same goal and further maximize their effectiveness by implementing the most suitable manpower plan on them so that they can accomplish their task promptly. Thus, achieving the goal is an objective. Gathering the people who have the same goal is a process, and human resources management is a way to link them together. A good human resources management can shorten the linking process, and achieve the goal with less time consuming. Of course, the value as well as the competitiveness of the business will be distinguished on the market. The purpose of this study is to explore the connection between business culture, human resources management and organization change between Taiwan high-tech company and traditional corporation. Two research instruments are used for this study. One is in-depth interview. In-depth interview is the main instrument used to discover the relationships among these research variables in the two different types of companies. The other is documentation of company’s, such as company reports, documents, and files. The results are listed as below: (1)The human resources management can highly affect business culture and organization change. The management of company should integrate the three elements systematically. (2)For personnel management, the company with the entralization can quickly respond to a variety of environments, but simultaneously will get a high turnover rate. Conversely, the company with autonomy management has a lower turnover rate. (3)The difference between theory and practice is that practice will not use the single Human Resources Management theory to manage a company. Most of companies use multifarious theories to manage their business. However, the scholars belong to different Human Resources Management sects. They only development their own theories. (4)The main function of Human Resources Management in rganization Change is to accelerate the circulation of information, and to create a new Business Culture. (5)The business implementing Strategy Human Resources Management theory usually focuses on business accomplishment, and emphasizes on results and performance. (6)The business implementing the terminal Human Resources Management theory usually focuses on employee training programs, and emphasizes on broadening training process and labors’ diligence. Keyword : Business Culture, (Strategy) Human Resources Management ,Organization Change, Personnel Management.