An Exploratory Study on the Roles and Functions of Human Resource Professionals in Taiwan Corporate Crisis Management

An Exploratory Study on the Roles and Functions of Human Resource Professionals in Taiwan Corporate Crisis Management

吳亞蓁(Yachen Wu)

指導教授 ： 方崇雄

國立臺灣師範大學/科技學院/國際人力教育與發展研究所/碩士(2005年)

摘要

ABSTRACT
As Andrew S. Grove, the president and CEO of Intel, comments, only the paranoid survive. Crisis management has been a growing interest and to effectively address the various risks and complex issues that corporations face today, crisis management must be mandated from the top of the organization and driven and implemented by all key business functions jointly. Yet limited research attention has been paid to the issue that how human resource professionals contribute themselves to effective organizational crisis management. The purpose of the study is to identify HR’s roles and functions in crisis management and explore their significance and practicability in the context of Taiwan industries with literature review and a Delphi study conducted to 20 panel experts.
The conclusions of this study are:
1. That in the context of Taiwan corporate crisis management, there are five strategic roles and 41 functions for human resources professionals to play. The five roles are Change Agent, Employee Champion, Administrative Expert, Collaborator and Advocate.
2. That Collaborator, Employee Champion, Change Agent and Administrative Expert are the most important roles for HR professionals in Taiwan corporate crisis management.
3. That being Employee Champion is the most practicable role for HR professionals in Taiwan corporate crisis management.
4. That 20 of the 41 functions for HR professionals to implement in Taiwan corporate crisis management reach “extreme significance” level.
5. That 9 of the 41 functions for HR professionals to implement in Taiwan corporate crisis management reach “extreme practicable” level.
This study concludes with recommendations for businesses, academic institutions and future research.

關鍵字

role ； function ； human resource profession ； crisis management ； Delphi study

並列摘要

ABSTRACT
As Andrew S. Grove, the president and CEO of Intel, comments, only the paranoid survive. Crisis management has been a growing interest and to effectively address the various risks and complex issues that corporations face today, crisis management must be mandated from the top of the organization and driven and implemented by all key business functions jointly. Yet limited research attention has been paid to the issue that how human resource professionals contribute themselves to effective organizational crisis management. The purpose of the study is to identify HR’s roles and functions in crisis management and explore their significance and practicability in the context of Taiwan industries with literature review and a Delphi study conducted to 20 panel experts.
The conclusions of this study are:
1. That in the context of Taiwan corporate crisis management, there are five strategic roles and 41 functions for human resources professionals to play. The five roles are Change Agent, Employee Champion, Administrative Expert, Collaborator and Advocate.
2. That Collaborator, Employee Champion, Change Agent and Administrative Expert are the most important roles for HR professionals in Taiwan corporate crisis management.
3. That being Employee Champion is the most practicable role for HR professionals in Taiwan corporate crisis management.
4. That 20 of the 41 functions for HR professionals to implement in Taiwan corporate crisis management reach “extreme significance” level.
5. That 9 of the 41 functions for HR professionals to implement in Taiwan corporate crisis management reach “extreme practicable” level.
This study concludes with recommendations for businesses, academic institutions and future research.

並列關鍵字

role ； function ； human resource professional ； crisis management ； Delphi study

參考文獻

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Broedling, L. A.(1999). Applying a systems approach to human resource management. Human Resource Management, 38(3), 269-280.

Cascio W. (2003). Managing Human Resources: Productivity, Quality of Work Life, Profits (6th ed.). New York: McGraw Hill Education.

Chong, J. K. S. (2004). Six steps to better crisis management. The Journal of Business Strategy, 25(2) , 43-46.

Coates, J. F. (2001). The HR implications of emerging business models. Employee Relations Today, 295, 27-36.