A Study of Human Resource Management on Social Enterprise in Taiwan

• Main Authors: Shih-chia Hsu, 許詩佳
• Other Authors: Yi-hsuan Lee
• Format: Others
• Language: zh-TW
• Published: 2011
• Online Access: http://ndltd.ncl.edu.tw/handle/95898241517875380619

碩士 === 國立中央大學 === 企業管理研究所 === 99 === Since the Nobel Peace Prize 2006 was awarded to Muhammad Yunus and Grameen Bank, the world has paid close attention to social enterprise (SE) further. At the same time, it also has broken down the traditional stereotypes about enterprises for profit and welfare couldn’t work together. In Taiwan, according to literature, the study of SE has emerged from 921 Earthquake. Because of the retrench in financial resources and the loose internal structure, the non-profit organizations (NPO) in Taiwan are getting afoot to industrialization. However, the form of SEs is established by NPO reforming or social entrepreneur just like Yunus, human resource is regarded as a source of the competitive advantages in any organizations, especially essential for SE. The method chosen for this research is “Naturalistic Inquiry”, and has consisted in conducting in-depth interviews with selected SEs. There are three main objectives of this study, including: (a) realizing the current business situation of SEs in Taiwan, (b) exploring the state of implementation of human resource management (HRM) practices in SEs, (c) listing the challenges of HRM in SEs and making suggestions and recommendations to improve the current status. After analyzing the data collected from interview, it presents the following current situation through CORPS model: (a) Clients are including social vulnerable groups, the public and the others. (b) Operations combine commercial activities with social purposes, and the surpluses are principally reinvested for that purpose in the business, rather than being driven by the need to maximize profit for shareholders or owners. (c) SEs sever resources in monetary and non- monetary items, and resource providers are including government, social network building by SEs and its income-generating activities. (d) Professional, general and volunteers are three parts of participants in SEs. (e) Services are including economic output which is generation of revenue from provision of goods or services and social output which is SEs’ specific social objectives. In SEs, HRM practices involve recruitment and selection processes, training programs, motivational performance and reward management, and the turnover management. During all the HRM practices, SEs must base on business model and social objectives do the SEs carry out. Moreover, every practice will be different according to three parts of participants. Competing in an open market have a direct influence on the challenge of HRM, including difficult to recruiting and training professional and the shortage of middle-level staff. The findings suggest that the development of environment of SEs should be built by cooperation between government and SEs. Improving the interaction between each other will gain synergy for SEs.