台糖公司人力資源管理績效之實證研究-人力資源計分卡觀點

An Empirical Study of HRM Performance in Taiwan Sugar Corporation - HR scorecard perspective

謝秉融(Ping-Jung Hsieh)

指導教授 ： 劉家銘

長榮大學/管理學院/高階管理碩士在職專班(EMBA)/碩士(2009年)

摘要

進入21世紀後，產業環境正式邁入知識型經濟時代之際，且企業全球化的趨勢，加上資訊與網路科技的突飛猛進，企業對於組織績效的衡量已經不能再以單一的財務指標來衡量組織的績效；由於人力資源對企業的重要性將日趨增加，人力資源部門的角色已非單純的行政及幕僚的單位， 而是要能成為企業創造績效的策略角色；所以，要如何去評量人力資源部門的績效，將成為評估企業競爭力不可或缺的一環。
本研究在量表發展階段，運用了研究者從業經驗、文獻探討、探索性因素分析等方法。在衡量模式建構階段，則提供多元指標，並運用敘述性分析、驗證性因素分析、信效度分析、AHP（Analytic hierarchy process）計算出各構面的權重值，並提供了一套嚴謹的計算方式。綜上可知，本研究運用了量化與質性的研究方法。研究結果顯示，台糖公司衡量其人力資源管理績效的衡量以「策略構面」構面中的「員工領導力的培養」最為重要；「財務構面」構面中以「人力資源活動的投資報酬率」最為重要；「作業構面」構面中以「人力資源活動的規畫」最為重要；「顧客構面」構面中則以「員工的忠誠度」最為重要。本研究最後可依據不同部門的功能特性，來建構其他部門計分卡，例如：採購計分卡或行銷計分卡等，以發展出全面性的部門功能績效衡量計分卡。

關鍵字

人力資源管理績效 ； 平衡計分卡 ； 人力資源計分卡 ； 台糖公司

並列摘要

The 21st century, the industry entered a formal knowledge-based economy era, and business trends of globalization, together with the information and network technology advances, business for the measurement of organizational performance can no longer have a single financial indicators to measure the organizational performance; human resources as a result of the importance of the enterprise will be the increasing role of human resources is not simply an administrative and staff of the unit, but to become a corporate strategy to create the role of performance; Therefore, to how to assess the performance of human resources will be to assess the competitiveness of enterprises indispensable.
This study in scale development phase, the researchers used the experience to explore the literature, exploratory factor analysis and other methods. Construction phase in the measurement mode, will provide multiple indicators and the use of narrative analysis, confirmatory factor analysis, reliability and validity analysis, AHP (Analytic hierarchy process) to calculate the dimensions of the weight value, and provide a set of rigorous method of calculation. Integrated on, we can see that this study used quantitative and qualitative research methods. The results showed that Taiwan Sugar Corporation, a measure of its human resources management to measure performance "strategy dimensions" dimensions of "the cultivation of leadership staff," the most important; "financial aspects" in the dimensions of "human resources activities, return on investment rate "the most important;" operation dimensions "in the dimensions" of human resources planning activities, "the most important;" customer dimensions "are dimensions of" employee loyalty "the most important.
Finally, this study can be based on the functional properties of different departments to other departments to build scorecards, such as: procurement or marketing scorecard scorecard, in order to develop a comprehensive performance measurement functions scorecard.

並列關鍵字

human resource management Performance ； balanced scorecard ； human resources scorecard ； Taiwan Sugar Corporation

參考文獻

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