- 學位論文
派遣員工之人力資源管理措施與工作衝突之關聯性探討
A Study on the Relationship between the HRM Policies of Dispatched Workers and the Effected Conflicts
摘要
企業為因應微利時代來臨，運用派遣人力以求節省人事成本。然而當要派企業運用派遣人力時，面對僱傭關係不同、僱用目的不同、及派遣員工與正職員工對工作任務的需求與期待有所差異，因而在人力資源管理措施上也有所不同，此種差異在組織的互動上導致衝突，企業反而未蒙其利，而受其害。本研究目的是從派遣員工的角度探討在要派企業中，派遣員工與正職員工在人力資源管理措施之差異性與工作衝突的相互關聯性，以及不同人格特質的派遣員工對衝突之反應情形。本研究共發放問卷350份，回收有效問卷251份。茲將本研究結論分述如下： 一、在派遣員工與正職員工人力資源管理措施之教育訓練、績效評估、薪資與獎酬、員工福利與員工關係均呈現非常顯著的差異性。派遣員工一致認為要派企業對正職員工之重視度程度高於派遣員工。 二、在人力資源管理措施差異性對衝突類型之關聯性中，績效評估差異和薪資與獎酬差異與關係衝突、任務衝突、以及程序衝突呈現正相關。即派遣員工愈受重視程度差異愈大，愈容易引起衝突。 三、愈具親和性、開放性人格特質的派遣員工，愈不容易與正職員工發生衝突。而敏感性愈高的派遣員工則愈容易與正職員工發生衝突。 四、薪資與獎酬差異愈大對低親和性派遣員工，愈容易與正職員工發生關係衝突；教育訓練差異差異愈大對低開放性派遣員工，愈容易發生關係衝突、任務衝突。 本研究根據結論提出建議：1.要派企業應注意不同技術層級之派遣員工的反應 與互動行為，縮小各方面的差距，並且一視同仁。2.避免影響正職員工士氣，少以升為正職激勵派遣員工，而以其他財務性報酬激勵其工作表現。3.要派企業管理者處理衝突時，注意不同衝突類型的反應，以及人性的特質。4.要派企業與派遣企業保持良好的互動，汰弱存菁，確保合適人格特質之派遣員工，以達到雙贏的益處。
並列摘要
Due to the shrinkage of profit margins, enterprises start to use contingent workforce to substitute their regular workforce for cost cutting. However, does it really bring the expected advantage for the enterprise? Under the different employment relationship, hiring purpose, and expectation from the dispatched workers as performing their duties, User Enterprises also have different HRM policies for them. This difference on HRM policies may cause conflicts between dispatched and regular workers. The main goal of this study is, from the view of dispatched workers, to research on the relationship between the HRM policies of dispatched workers and the effected conflicts, as well as the reaction revealed from different personality traits. The followings is the findings of this study: 1. It indicates very significant effect on the difference of 5 HRM policies: Training, Appraisal, Salary & Incentive, Benefits, and Employment Relationship between dispatched workers and regular workers. That is, all dispatched workers considered User Enterprises treating regular workers better than dispatched workers. 2. Among the relationship between the difference of HRM policies and the effected conflicts, it indicates positive correlation on Appraisal difference and Salary & Incentive difference to all 3 conflicts - relationship, task, and process conflicts. That is, the bigger the gap on treating dispatcher and regular workers, the more conflicts would be caused. 3. Dispatched workers with higher agreeableness, and openness personality would cause less conflict, however, those who with higher sensitiveness personality would cause more conflicts with regular workers. 4. Salary & Incentive difference and agreeableness would casue interaction effect to relationship conflict. Training difference and openness would cause interaction effect to relationship, and task conflicts, respectively. According to the conclusion, the suggestions are submitted as below: 1. User enterprise should distinguish dispatched workers into different level of technology, give more flexibility and respect to higher level workers, but more specific job definition to non-skilled workers, and pay attention to their interaction with regular workers. 2. To decrease regular workers’ job insecurities, suggesting not promote dispatched worker to regular worker often, use the direct cash reward to encourage their good performance on work, and treat them both with same standard. 3. While moderating the conflicts, managers should perceive and recognize different reactions towards different conflicts, as well as the personality trait of dispatched workers. 4. Staffing Agency & User Enterprise should keep good relationship and connection to make sure to have more reliable and better quality of dispatched workforce.