The Study on the Roles of Human Resource Top Manager： Application of the Analytic Hierarchy Process

• Main Authors: Shan-Ruei Wang, 王善睿
• Other Authors: Jin-Feng Uen
• Format: Others
• Language: zh-TW
• Published: 2011
• Online Access: http://ndltd.ncl.edu.tw/handle/39085441142060337092

碩士 === 國立中山大學 === 人力資源管理研究所 === 99 === The function of human resource in business is changing. For this reason, the tasks of human resource top managers become much more complicated as well. Therefore, the purpose of this thesis is to seek and rank the roles of the human resource top manager. In this study, the framework of human resource top manager’s roles is adapted from Schuler(1990). It becomes a five-role framework of the human resource top manager： business person, shaper of change, partner to line, strategy formulator and implementer, and talent manager. In order to elaborate the five roles, each role has added three to four particular activities. Through applying the Analytical Hierarchy Process to gather the opinions of 19 human resource top managers and analyzing the data, it can rank the five roles as below： strategy formulator and implementer, partner to line, talent manager, shaper of change, and business person. Furthermore, the ranks will change depends on the different of industries, business scales, and the ownership. From this study, it suggests that the human resource top manager should adjust his/ her roles according to the scenarios. Also, the chef of the business can peek the human resource top manager by evaluating the candidates’ ability to play these five roles.