產業控股模式下人力資源策略之研究—以電子通路商為例

The Study of Human Resources Strategy under The Industrial Holding Company － The Case Study of Electronic Distributors

蔡靜芬(Ching-Fen Tsai)

指導教授 ： 李弘暉

元智大學/管理學院/管理碩士在職專班/碩士(2011年)

摘要

自1990年以來，全球企業購併案件與金額不斷成長，每天在世界各地都有新的購併案例出現，並且不斷創下購併金額新高記錄。故在「大者恆大」的產業霸權時代，本土企業亦跟隨國際的潮流，不論是金融產業或是高科技產業都掀起合併、購併的熱潮，以擴大企業規模，增加產業的競爭優勢。 本論文主旨在藉由人力資源管理的角度探討個案公司於產業控股模式下，亦以購併的方式不斷擴大集團的規模，當其在進行企業購併後的整合活動時所面臨的相關問題。故藉由問卷調查及深度訪談的研究方法，發現整合活動中的人力資源議題，同時也探討購併後人力資源管理部門的角色及任務，以提供整合時所努力的策略方向，並協助組織達成整合的目的。 從研究結果得到的結論與建議為： 一、在對等關係的購併中，控股公司(總管理處)應由控制單位轉換為事業單位的促進者與支持者 二、購併後的整合計劃，應由購併雙方或多方共同成立購併整合團隊及人力資源主管的參與 三、善用人力資源管理在購併中可發揮的功能與價值 四、購併整合的過程中，必須重視良性溝通與組織認同 綜合以上結論，建議產業界應重視人力資源管理部門所提供的策略性功能，及注意對購併公司能有更多元與彈性的整合或管理方法。還要重視溝通的有效性，在認同的環境下激盪出更具創造力與價值的策略，以使產業控股公司的優勢與效益能充分展現。

關鍵字

產業控股 ； 企業購併 ； 人力資源管理策略 ； 人力資源整合

並列摘要

Since 1990, the global mergers & acquisitions (M&A) have continues to achieve growth in terms of number and total amount. Also, in this era of industrial supremacy where “the strong becomes stronger,” local enterprises have followed the trend of international flows, the rise of M&A has led to business scale expansions and increased industrial competitiveness.
The main purpose of this thesis is to explore the continuous group scale expansion through M&A of the case company under the industrial holding model from the perspective of human resource management. Thus, with the questionnaire survey and in-depth interviews as the research methods, the human resource related issues during integration activities were found. Meanwhile, the roles and missions of the human resource management departments after the M&A were explored in order to provide the strategic directions during integration and achieve the purpose of assisting organizations accomplish integration.
Based on the results, the conclusion and recommendations include:
1. In M&A with equivalent relations, holding companies (head offices) should be converted from the control unit into the business unit’s facilitators and supporters.
2. As for post-merger integration plans, both or all of the M&A parties should establish M&A integration teams with the participation of the human resource managers.
3. By putting human resource management to good uses, its function and value can be displayed during M&A.
4. In the M&A process, importance must be attached to positive communication and organizational identification.
In view of the above conclusions, it is suggested that the industries attach importance to the strategic functions provided by human resource management and pay attention to the integration or management methods that are more diverse and flexible for M&A companies. In addition, importance should also be attached for the effectiveness of communication in order to bring out more creative and valuable strategies in the environment identified and ensure the industrial holding companies’ strengths and benefits can be fully demonstrated.

並列關鍵字

industrial holding company ； mergers and acquisitions (M&A) ； human resource management strategy ； human resource integration

參考文獻

13. 許雅鈴(2004)，企業購併人力資源整合問題之研究－以A藥廠為例，東吳大學商學院企業管理學系碩士班碩士論文。

16. 黃中怡（2002），策略性人力資源管理—組織策略、人力資源策略、人資部門涉入程度、核心競爭力、國家文化與組織績效之關連，國立成功大學國際企業研究所碩士論文。

18. 蔡銘洁(2005)，我國金融控股公司購併後整合成功關鍵因素之研究，臺中健康暨管理學院國際企業學系碩士論文。

2. Antila, E.M, (2006), “The role of HR managers in international mergers and acquisitions: a multiple case study”, International Journal of Human Resource Management, 17:6, pp.999-1020.

4. Copeland, T., Koller, T., ＆ Murrain, J. (1994), Mergers, acquisitions, and joint ventures, measuring and managing the value of companies, Mckinley and Company, Inc., pp.408-445.