The Research of the Strategy of Dispatched Employment Application in Kaohsiung Rapid Transit Corporation

• Main Authors: Ching-Sung Pan, 潘金松
• Other Authors: Chen-Cheng Chen
• Format: Others
• Language: zh-TW
• Published: 2009
• Online Access: http://ndltd.ncl.edu.tw/handle/83760363283970721002

碩士 === 國立高雄第一科技大學 === 運籌管理所 === 97 === Due to the impact of globalization, the competition among enterprises increasingly severe, the ups and downs of labor requirement was caused by the volatile fluctuations in the economy. In ooder to increase the competitive advantage, the uses of flexible manpower become more common. Especially the dispatched employment is most often used in recent years. The uses of dispatched employment will either bring enterprise the flexibility of employment, but also reduce the costs. Europe, America and Japan have been carried and maturing for many years, Taiwan start the uses of dispatched employment was from the 90''s. Besides the concept of dispatched employment, and the practical application of business, there are substantial growths. The purpose of this study is to explore the main concern point of the strategy of using dispatched employment in the Kaohsiung Rapid Transit Corporation (KRTC). By the literature review, we’ll find the factors of the enterprise using dispatched employment, then obtained the main concern point of KRTC by the pre-test questionnaire. And then design the AHP experts questionnaire based on the results of pre-test questionnaire, nine experts was asked to fill the questionnaire, included chairman, current and former general manager, and others who with the power the use of human resources decision-making in KRTC, and then use the package software Expert Choice 2000 calculated the weight of various factors. For the results, Cost strategy (0.611) is the most important considerations of KRTC use the dispatched employment, followed by the flexibility strategy (0.243) and the management strategy (0.146). For the sub-criteria, the most important factor is in order to save the salary costs (0.3238), followed by the dismissal costs saving (0.1479), number flexibility (0.1149), to avoid labor disputes (0.0847), recruitment costs saving (0.0825), time flexibility (0.0710), competency flexibility (0.0571) and training cost saving (0.0568), recruitment and training process relatively simple (0.0396), choose the best ones to hire its own manpower (0.0218).