高科技產業人力資源角色功能之研究-以國內IC設計業為例

林茂山

指導教授 ： 李弘暉

元智大學/管理學院/管理研究所/碩士(2003年)

摘要

摘要
本研究以高科技產業中最典型的知識密集產業IC設計業為例，以三家IC設計公司之個案研究，探討人力資源單位所發揮之功能及扮演之角色，了解HR如何協助企業創造價值、達成企業績效。
透過人力資源角色定位之相關文獻探討，並且以Ulrich 所提出的多元角色模型，對三家個案公司人力資源最高主管之訪談，整理出以下結論：
一、 高科技產業之人力資源功能適用Ulrich的多元角色模型，以策略夥伴，行政管理專家、員工鬥士、變革代理人四種角色幫助企業創造下列價值：幫助執行策略、建立基礎建設、提昇員工貢獻、以及管理轉型與變革。進而成為事業夥伴。
二、 高科技產業人力資源功能之角色已轉換，但轉換後應具備的能力應再提昇。高科技廠商之人力資源單位必須加強營運方面的知識、擁有變革管理能力以及建立本身個人的信譽及影響力，才能真正受到肯定，成為事業夥伴。
三、 因應高科技產業快速變遷的競爭環境與產業型態，人力資源單位必須在提昇行政管理效率與保持彈性靈活中取得平衡；也必須在保存核心價值的前提下兼顧變革創新。
四、 協助策略執行是HR的重要價值，但是只有在取得員工承諾的前提下策略的執行才有意義。
五、 人力資源功能角色能發揮與否，重要的是人力資源專業人員本身所建立的影響力，這其中人力資源專業人員的可靠性，取得員工、部門主管、以及經營人員的信賴是發揮影響力之關鍵。
根據問卷及訪談之結果，雖然人力資源專業人員投注相當的精力，希望從傳統的行政事務角色轉換為事業夥伴角色，但至目前為止，似乎還有相當一段距離。而在從事角色轉換的過程中，Ulrich的多元角色模型，不可偏於一執，人力資源業界在此一模型提出之後，習於將重心偏向兩個策略面的角色（策略夥伴與變革代理人），然而如果連行政管理專家及員工鬥士兩個基本作業面的角色都不能做好，又如何空談策略呢？

關鍵字

人力資源 ； 人力資源功能角色 ； IC設計業 ； 高科技產業

並列摘要

Summary
This Study focuses on the knowledge-intensive industry, typically, the IC design industry. Through case study on three IC design companies, this Study explores into the function and roles of Human Resources Department (“HR”) in these companies. The purpose of this Study is for the IC industry to know how HR can assist the company to create value and to achieve performance goals.
Through studying pertinent documents on HR roles, this Study mainly adapts from Ulrich’s “Model of HR’s Multiple Roles” and interviews the HR executives of the above-mentioned companies. The summary of this Study is provided as follows:
1. The HR function of High-Tech industry is suitable for using or adapting Ulrich’s “Model of HR’s Multiple Roles”. HR can help to deliver organizational excellence in the following four roles: strategic partner, administration expert, employee champion and change agent. Through the above four roles, HR can assist company to execute strategy, build infrastructure, promote employee contribution and manage change and become a business partner.
2. The role of High-Tech industry’s HR function has been changed. After this change, HR should enhance the quality of its staff, improve business operation knowledge, possess change management capability and build personal credibility and influence power, in order to be well-recognized and be a business partner..
3. In order to adapt to the fast competitive change environment of High-Tech industry, HR should maintain both the balance in “enhancing administrative efficiency” and “keeping flexibility”, as well as under the pre-condition of preserving the core value, to give equal consideration on innovation.
4. To assist the strategy to be executed is one of HR’s vital value. Nonetheless, that this execution means something must be based on the pre-condition of acquiring the employee’s commitment.
5. That whether or not HR’s role function can achieve its influence depends on its staff’s credibility. The key to HR’s such influence comes from HR staff’s reliability and fully trust from employee, line manages and executive management.
According to the study of the questionnaire and interview in this Study, although HR staff work hard to transfer their traditional administration role to the new business partner role, they are not quite success yet. In this role-change process, Ulrich’s multiple roles model shall not be used in one particular dimension. Most HR studies, in discussing this Ulrich model, tend to focus on the two strategic roles（strategic partner and change agent）. We just want to point out that if HR cannot do their basic operational roles well, then it may be useless to talk about the strategy.

並列關鍵字

Human Resources ； HR function and roles ； Hi-Tec industry ； IC Design

參考文獻

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﹝15﹞ Daft,Richard L. “Organization Theory and Design”,7th Edition, South-Western,2001

﹝16﹞ Dessler, G. “Human Resource Management”, 6th Edition, Premtice Hall, 1994

﹝17﹞ Schuler, Randall S. "Repositioning the Human Resource Function: Transformation or Demise?" Academy of Management Executive, Vol. 4, No. 3,1990

﹝19﹞ Swaak , R.A ”Are we saying goodbye to HR?”