| Summary: | 碩士 === 東海大學 === 管理碩士在職專班 === 96 === Fixed-term contracts and other atypical forms of jobs increase flexibility and adaptability of companies. It helps workers to pursue more freedom and autonomy and can be used during transitional periods. Instead of non-core jobs, dispatching employment is also used for core ones. The first part of this study investigates problems encountered by dispatching agencies (A), used enterprises (E) and dispatched workers (W). The second part introduces Kanglin International’s management practice.
Questionnaire designed for A found that main disputes with E come from selection and placement of W, responsibility of occupational accidents, and contract fulfillment. Main disputes with W come from times-off regulation, salary and benefit. A considers E treating W differently from regular workers, and is willing to communicate E and A to narrow their gaps. A considers W’s attendance not stable enough.
Questionnaire designed for E found that major reasons to use dispatching employment is to cope with unstable labor needs and to reduce labor costs. W is mainly used for operational workforce. After using W, companies have reduced labor costs and disputes; however, only 33% consider productivity being increased, 53% unchanged. Factors for selecting A are A’s cooperation and coordination, W’s quality, price and WOM. Major complaint comes from W’s turnover rate.
Questionnaire designed for W found that major concerns engaging in dispatching employment is location, and difficulty to get a regular job. 90% of them hope to get a regular job. Factors selecting A is location, salary and benefit, company system, job contents, and company size. Factors selecting E include hoping to be promoted as regular workers, salary and benefit, location, working environment and company’s stability. Problems facing dispatching employment include differential treatment, instability, and damage of labor rights. 62% of them consider dispatching jobs didn’t help to enhance their skills. 49% considers the enhancement of skills comes from workers themselves, only 29% and 22% attribute the enhancement to E and A, respectively.
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