派遣業人力資源管理措施與派遣勞工到工穩定度影響之研究~以A公司之派遣業者為例

The human resource management practices of dispatched work agency and the influence on dispatched manpower attendance stability rate study.

詹益文(Yi-Wen Chan)

指導教授 ： 鄭晉昌

國立中央大學/管理學院/人力資源管理研究所碩士在職專班/碩士(2006年)

摘要

如何有效地提升企業競爭力，是近幾年來企業最急於追求的目標，在人力資源管理日趨複雜與重要性提高下，引進派遣業者配合來運作，使企業挪出更多的時間專注於競爭力的提升，或專注在企業所面臨的挑戰上，將成為企業生存競爭發展上重要策略之考量。因此，本研究將探討個案A公司所配合之派遣業者，有關其人力資源管理措施實施狀況外，並針對A公司管理重點「到工穩定度」之影響進行探討。
本研究對象是與個案A公司配合的人力派遣業者，分布駐點於北、中、南三區營業所共計60個樣本點（派駐點），回收之有效問卷共53份，有效回收率為88.3 %。依相關文獻的探討，將人力資源管理措施分為「招募方式」、「薪資與福利」、「績效管理」、「教育訓練」、「排班制度」以及「獎金制度」等六大構面，而到工穩定度則分為「年度」、「週二至週五」、「週一」以及「繁忙期」等四種類型，本研究將探討人力資源管理措施（預測變項）與到工穩定度（反應變項）影響之分析。
研究結果說明如下：在招募方式方面，招募管道以「報章雜誌」為主，但經由「增加熟人或朋友介紹比例」有助於提高到工穩定度；員工住家在上班駐點附近比例愈高，到工穩定度反而愈低。在薪資福利方面，派遣點朝向「時制變動薪」的設計，有助於提高到工穩定度。在績效管理方面，績效評估制度並未對到工穩定度產生顯著的影響。在教育訓練方面，訓練時數與「到工穩定度」呈現「負向關係」但與「到工率」呈現「正向關係」。在排班制度方面，平均出勤工時落於4~5小時的到工穩定度高於3~4小時；連班制度的比例愈高，則到工穩定度愈高。在獎金制度方面，全勤獎金金額對繁忙期到工穩定度有顯著影響；發放幹部年終獎金有助於提高到工穩定度。依據結論再歸納出派遣業者人力資源管理措施的「管理指標」，提供A公司作為進退場機制與改善現有派遣業者之參考。

關鍵字

人力派遣 ； 派遣業者 ； 人力資源管理措施 ； 到工率 ； 到工穩定度

並列摘要

How to improve enterprise’s competitiveness effectively is enterprise’s most pursuing goal in recent years. As human resources management is becoming more complicated and important. Cooperation between enterprise and dispatched work agency not only allows enterprise to have more time and resources to improve overall competitiveness, but also let enterprise to concentrate its focus on challenges facing. As result, it is becoming the important tactics of existing enterprise development. Hence, this research probes into enterprise (company A) which cooperates with dispatched work agency , in terms of human resource management practices and conducts a further study regarding the enterprise management key element; “attendance stability rate” of company A.

The studied objects in the research are dispatched work agencies cooperate with company A, the service scope employee dispatching operation covers over 60 business branches (samples) of company A, spread in northern, central and southern of Taiwan. With total 53 effective questionnaires returned, the effective questionnaires return rate of 83%. This research breaks down human resource management practices into 6 perspectives of “recruitment”, “salary and welfare”, ”performance management”, “training”, “shift rotation system”, and “bonus system”. Attendance stability rate is broke down into 4 categories of “annual”, Tue~Fri”, “Mon” and “peak period”. This research will discuss human resource management practices (independent variable) and attendance stability rate (dependent variable).

Research results show: in the field of recruitment, the main recruiting channels are magazine and newspaper, but by increasing “friends and family introduction ration” also indicates positive improvement in attendance stability rate. The ration shows that manpower that has the advantage of remoteness to work, (live close by work) tend to have lower attendance stability rate. In terms of salary and welfare perspective, dispatching with hourly rate base also improves attendance stability rate. In terms of performance management, performance evaluation system does not have dramatic and obvious impact on attendance stability rate. In terms of training, the studied result shows negative correlation between attendance stability rate and training hours, whereas a positive correlation is discovered between attendance rate and training. In terms of shift rotation system, the attendance stability rate of average attendance hour between 4~5 hours is higher than average attendance hour between 3~4 hours. The higher ration of consecutive shift system is, the higher attendance stability rate is obtained. In terms of bonus system, the full attendance bonus has positive influence on attendance stability rate during peak periods. Annual year-end bonus also indicates positive influence on attendance stability rate. Based on the conclusion to further classify the “management indicator” for human resource management practices of dispatched work agency, and provide reference for company A in terms of deciding whether or not to use such mechanism or to improve current dispatched work agency performance.

並列關鍵字

attendance stability rate ； attendance rate ； human resource management practices ； dispatched work agency ； employee dispatching

參考文獻

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