| Summary: | 碩士 === 國立高雄應用科技大學 === 土木工程與防災科技研究所 === 94 === This study is based on a questionnaire survey on Taiwan’s construction companies, trying to know more about their human resource management strategies and human resource management functions through basic statistical analysis, Pearson correlation analysis, t-test, chi-square test and ANOVA. The questionnaires were given to 1,660 registered A-level construction firms in Taiwan and totally 103 validly answered questionnaires were returned. Based on the returned questionnaires, four representative firms were further interviewed. Through the statistical analysis, this research found:
(1) Most of the A-level construction firms neglect the importance of human resource management. Few of them established departments exclusively in charge of personnel affairs and many of them lack substantial human resource planning with relatively low integration of human resource strategy and operation strategy.
(2) Large-sized A-level construction firms are more well-structured with stricter human resource operations. With large employee numbers and heavy personnel costs, the large-sized A-level firms are facing a necessity of adopting human resource management. Meanwhile, it is actually easier for them to implement human resource management than their small- and medium-sized counterparts.
(3) With more developed structures and systems, the large-sized A-level construction firms are significantly better than their small- and medium-sized counterparts in their job description systems and documentations of performance evaluation.
(4) The most common education/training system used by the companies is further education/training. More than 80% of them would provide employees who received trainings with subsidies accounting for 75.8% of the training fees in average.
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