人力資源管理外包實現人力資源管理部門角色轉變,促進人力資源管理從事務性走向策略性的轉變,就要將其部分事務性工作外包出去,讓人力資源管理部門的職員從繁重的低層次、重複性的事務中“解脫”出來,專注於比較重要的策略性工作,比如企業的人力資源管理短期和長期規劃,如員工職業生涯管理、企業文化建設等。促進人力資源管理的部分職能的外包,將使企業留下自己最擅長的主要業務,從而提高企業的核心競爭力。 本研究有3個主要研究假設︰不同企業文化類型在人力資源管理外包及外包風險上有顯著差異,不同核心競爭力類型在人力資源管理外包及外包風險上有顯著差異,以及最後在人力資源管理外包、企業文化、核心競爭力對外包風險有顯著的正向影響。。研究發現和結論將更進一步被討論。最後,本研究希望藉此研究之結果,能提供企業、在執行上人力資源管理外包的企業及即將執行上人力資源管理外包的企業些許建議及參考。
The outsourcing of human resource management carries out and advances the role change of the department of human resource management from administrative works to strategy implementation. The department gets rid of strenuous administrative works of lower level by outsourcing part of them, and then is dedicated to more important strategic jobs of short/long term, such as staff career programming and construction of corporate culture. To outsource part of functions of human resource management enables a corporation to keep main professional activities which it is most skilled in, and accordingly improve its competence. There are three hypotheses in the study: (a) Corporations of different corporate cultures show a significant difference in the outsourcing of human resource management and the outsourcing risk; (b) Corporations of different corporate competence show a significant difference in the outsourcing of human resource management and the outsourcing risk; (c) Corporate cultures, the outsourcing of human resource management, and corporate competence show a significant positive impact on the outsourcing risk. It is hoped that the outcomes of the study can be helpful to the theoretical development, and also offer suggestions and reference to the corporations that have implemented or are going to administer the outsourcing of human resource management.
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