The Development of an Employee Assistance Programs Model for Taiwanese Enterprises

• Main Authors: Yuan Du Hsiao, 蕭源都
• Other Authors: 周談輝
• Format: Others
• Language: zh-TW
• Published: 2003
• Online Access: http://ndltd.ncl.edu.tw/handle/68912034480263847207

博士 === 國立臺灣師範大學 === 工業教育研究所 === 91 === The main purposes of this study were the development of Employee Assistance Programs Model for Taiwanese Enterprises. The aims of this study were to discuss : 1. The condition of an EAPs model for Taiwanese enterprises. 2. The development of an EAPs model for Taiwanese enterprises with different competitive strategy. 3. The development of an EAPs model for Taiwanese enterprises with different life cycle. The methods were to use case interview, expertise counseling, and document analysis to make comparison in cross-case study. The conclusions of this study were : 1. The condition of at present: (1) Division approach EAPs’ model were internal-chief model, internal-full-duty-department model , internal-external combine model and integration model. (2) Responsibility of personal unit, due to internal free charge system, welfare-committee, labor-employer department, coordinate external resource, use integration to enforcement EAPs. (3) Approach EAPs’ context : education & training, counseling guidance, career-plan and health-welfare. 2.Approach EAPs model in different competitive strategy : (1) Induction competitive strategy were innovation, low-cost, enhance-quality and differential strategy. (2) Uses「innovation」competitive strategy were approach EAPs model which uses internal-full-duty-department and integration in half company, uses internal-external combine model in all company, uses internal-chief model in 3/4 company. (3) Uses「enhance-quality」competitive strategy were approach EAPs model which uses internal-chief, internal-full-duty-deparment and internal-external combine model in all company, uses integration model in 3/4 company. (4) Uses「low-cost」compettive strategy were approach EAPs model which uses internal-chief, internal-full-duty-deparment and internal-external combine model in all company, uses integration model in half company. (5)Uses「different」competitive strategy were approach EAPs model which uses internal-chief and inter-external combine model in 3/4 company, uses internal-full-duty-department model in all company, uses integration model in 1/4 company. (6) No significant difference in the approach EAPs aim, context and effect from different competitive strategy, so EAPs can fit all company in different competitive strategy. 3. The approach EAPs model from different life cycle was different : Approach internal-full -duty-department model in birth and decline stage, approach internal-chief model in growth stage, approach internal-chief, internal-external combine or integration model in steady stage. The recommendations of this study were: 1. The condition of at present : (1)Early approach EAPs for enhancing human-management in enterprises, with forever business. (2) ‘Manpower’ must be enterprise foundation. (3) Enterprises must match EAPs model, using free charge system. 2. Approach EAPs model with use different competitive strategy : (1)Social enhancement in ‘innovation’ idea. Involved in living environment. (2) Enterprises must enhance quality-management. (3) Enterprises must have the idea of active service for customs. (4) Enterprises must regard social feedback as the duty and obligation. (5) Enterprises must focus on environmental protection and forever business development. 3. Taiwan’s onterprise must be care consider use different EAPs model in different life cycle. 4. Recommendations for relative study in the future were : (1)Deeply study for special enterprise. (2)Deeply study for special company. (3)Deeply and widely study for research method. (4)To do follow study for EAPs effect from this model in Taiwan.