資訊服務委外對資訊部門及人員之衝擊-某大型外商公司之個案研究

IS outsourcing impact research of IT organization and staff - A multinational company case study

林建君(Chien-Chun Lin)

指導教授 ： 周惠文

國立中央大學/管理學院/資訊管理學系碩士在職專班/碩士(2006年)

摘要

本研究嘗試著從資訊部門在組織中的演進歷程去找出資訊服務委外的原因、演進、策略及影響這中間的脈絡，委外導致的組織變革與員工生涯規劃的交互影響。這其中我們引用雙因子理論的保健與激勵因子來觀察在職與離職員工對組織承諾與離職傾向的異同。
從研究結果中我們發現，如果企業對資訊人員未來組織的發展前景並未配合提出相對應的長遠規劃，乃為導致資訊人員不知往哪裡走的最大困擾來源。企業應該加強組織發展方向之教育與溝通以減少組織變革對員工的影響。為了因應此種變化，資訊部門與企業領導人應該設法激勵員工與組織共同成長。
本研究有幾點建議供參考。第一、資訊部門因應許多業務委外，人事大幅精簡之後，當有大型專案進行，除了日常業務之外，外加的負荷往往導致工作過於龐雜。組織在安排規劃人力配置時應該保留適當彈性與備援，不可以只考慮一般時機而忽略企業經常發生的資訊相關專案。第二、發展資訊從業人員的核心競爭力，提高激勵因子的影響，加強員工組織承諾。第三、妥善運用委外的資源，公司的IT部門應該扮演企業發展的規畫者，以高穩定性、安全防護、高可用度的彈性架構充分支援企業成長需求。

關鍵字

資訊服務委外 ； 組織變革 ； 雙因子理論 ； 組織承諾 ； 離職傾向

並列摘要

This research is intended to seek for business purpose and strategy of IT service outsourcing from the IT organization restructuring evolution process. Since IT outsourcing will cause organization change as well as career management impact to the employees. In this research, we’ve utilized the “Two-Factor Theory” to observe the commitment to the organization as well as the intention of resignation of resigned employees.
We’ve realized from our research that the main concern to the IT staffs caused by the IT service outsourcing is that the organization does not provide a long-term planning and vision to the IT organization development in the future. Hence, business should enhance the communication to the employees regarding organization development strategy in order to lower the impact to the employees due to organization changes. The leadership should encourage employees to self develop in order to grow with the corporation.
We’ve made the following recommendations for reference:
1. Since the IT staff headcount may be decreased significantly after outsourcing IT services, business should still keep manpower flexibility within organization in order to meet possible project needs in the future.
2. Develop the core business/IT competency for each member in the organization so that employees’ commitment can be enhanced.
3. Well utilize the resources from the outsourced partners in the ways of high stability, high feasibility, and high flexibility so that their service providing can meet the needs of business growth as well as information security.

並列關鍵字

Organization transformation ； Leave inclination ； Organization commitment ； IS outsourcing ； Two-factory theory

參考文獻

(4) 林宜怡，民90，組織生涯發展之程度對工作態度影響之探討，中央大學人力資源管理研究所碩士論文。

(1) Due, R.T., The Real Costs of Outsourcing, Information Systems Management (9:1), Winter 1992, pp:77-78.

(2) Ferguson, G. H. and Ferguson, W. F., Distinguishing Voluntary from Involuntary Nurse Turnover, Nursing Management, 17(12), 1986, pp: 43-44,

(3) Gilley, K. M. and Rasheed, A., Making more by doing less: An analysis of outsourcing and its effects on firm performance, Journal of Management, 2000.

(6) Grover, V. and Teng, J.T.C., The decision to outsource information systems functions, Journal of Systems Management (44:11), Nov. 1993, pp:30-34,.