Please use this identifier to cite or link to this item: http://hdl.handle.net/11455/24320
標題: 綜合型與利基型人力資源服務業之經營策略分析
Analysis of Business Strategies for the General and Niche HR Service Agencies
作者: 高壽濤
Kao, Shou-Tao
關鍵字: human resource service
人力資源服務
resource base
synthetic-style
niche-style
management strategy
資源基礎
綜合型
利基型
經營策略
出版社: 高階經理人碩士在職專班
引用: 一、英文部分 1.Andrews, K.R., 1980. The concept of corporate strategy. Homewood, IL:Richard Irwin. 2.Ansoff, I. H. (Sep.-Dec. 1957), Strategies for Diversification, Harvard Business Review, p114. 3.Ansoff, H. I. (1965), Corporate Strategy: An Analytic Approach to Businesspolicy for Growth and Expansion, Hightstown: McGraw-Hill Inc. 4.Barney, J. B., “Organizational Culture: Can It Be a Source of Sustained Competitive Advantage?” Academy of Management Review, Vol. 11, 1986a , pp. 656-665. 5.Barney, J. B., “Firm Resources and Sustained Competitive Advantage,” Journal of Management, Vol. 17, No.1, 1991, pp. 99-120. 6.Coyne , K.P. ( 1986 ) , “Sustainable Competitive Advantage — What It Is , What it Isnot”, Business Horizons , Volume 29 , February , pp. 54-61 . 7.Feeny, D., Lacity, M. & Willcocks, L. P. 2005. Taking the measure of outsourcing providers. MIT Sloan Management Review, 46(3):41-48. 8.Glueck, W. F., Business Policy: Strategy Formulation and Management Action, 2nd edition, N. Y., McGraw-Hill, 1976. 9.Greer, C. R., Youngblood, S. A. and Gray, D. A. (1999). “Human Resource Management Outsourcing: The Make or Buy Decision”. Academy of Management Executive, Vol. 13, pp. 85-96. 10.Hall, B. H., “The stock market’s valuation of R&D investment during the 1980’s”, American Economic Review, Vol. 83, No. 2, 1993, pp.259-264. 11.Hall, R., “A Framework Linking Intangible Resources and Capabilities to Sustainable Competitive Advantage,” Strategic Management Journal, Vol. 14, 1993, pp. 607-618. 12.Klaas, B. S., McClendon, J. A. and Gainey, T. W. (2001). “Outsourcing HR: The Impact of Organizational Characteristics”. Human Resource Management, Vol. 40, pp.125-138. 13.Klaas, B. S. 2003. Professional employer organizations and their role in small and medium enterprises: the impact of HR outsourcing. Entrepreneurship Theory and Practice, 28(1): 43-59. 14.Lever, S. (1997). “An Analysis of Managerial Motivations behind Outsourcing Practices in Human Resources”. Human Resource Planning, Vol. 20, No. 2 pp.37-47. 15.Melcher, B. H. & Kerzner, H. 1988. Strategic Planning :development and implementation. PA: TAB Books. 16.Milles, R. E. & Snow, C. C. (1978), Organizational Strategy, Structure and Process, New York: McGraw-Hill Book Company. 17.W. Lawrence Neuman, 2002, Social Research Methods: Qualitative and Quantitative Approaches 5/e, Allyn & Bacon. 18.Porter, M. E., Competitive Strategy, New York: Free Press, 1980. 19.Porter, M. E. 1985. Competitive advantage: creating and sustaining superior performance. New York: Free Press. 20.Ragin, C. C. 1987. The Comparative Methods. Los Angeles: University of California Press. 二、中文部分 1.吳思華,策略九說-策略思考的本質,臺北:臉譜文化,第二版,民國87 年。 2.吳鍊育,「加盟體系之資源基礎認知對組織認同關係之研究」,國立高雄第一科 3.吳芝儀、李奉儒譯,Patton, M. Q.原著(1999)。質的評鑑與研究。台北:桂冠。 4.李志祥(1999)。企業人力資源管理活動外包之研究。 國立中興大學企業管理學系碩士論文,未出版,台中市。 5.林晉寬,「從資源基礎理論探討資源特性與成長策略之關係」,國立政治大學企業管理研究所博士論文,民國84 年。 6.張善湧(民92),人力資源活動外包之委外關係與委外績效相關性之研究,國立中央大學人力資源管理研究所碩士論文。 7.許士軍(1981),《管理學》,台北:東華書局。 8.謝清佳、吳琮璠,資訊管理理論與實務,智勝文化事業有限公司,1998年8月五版。 9.Yin, R. K. (2001)。個案研究法(尚榮安譯)。台北市︰弘智文化。(1994) 10.Hewitt Associates,http://was4.hewitt.com/hewitt
摘要: 本研究試圖以競爭分析以及資源基礎理論觀點,針對現今在國內提供不同人力資源服務型態之廠商經營策略做一深入了解,並對其運作方式做出比較探究,也希望本研究所得結果能為國內相關產業界提供具實用價值之建議。 本研究分析個案廠商之經營策略後,提出以下研究結論: 人力資源服務提供廠商為因應企業客戶的需求,而將提供服務模式客製化已成未來趨勢,雖然利基型人力資源提供廠商專精提供單一項目服務確有其優點存在,不過有可能由於外部環境影響,如勞工團體威脅及政府政策改變,而導致整個服務難以提供,造成經營上的莫大風險。 廠商想要提供眾多服務的同時,綜合型人力資源提供廠商不能只是注重徵選本身已具備專業知識之人員,也必須同時規劃好未來新進人員的培訓,以及在職人員的訓練,才不致於在提供多項專業服務時,相關從業人員無法深化其專業程度。而在組織業務運作部分,也需規劃出一套能讓各專業人員能夠團隊共同執行的方式,以強化人力資源服務業者之競爭力。
This research, based on the theories of competition analysis and resource base, attempts to comprehend the management strategy of the current domestic companies providing different human resource services, and intensely compare their operation styles. Also, the results of this study expect to offer suggestions of practical values to the internal related industries. After analyzing the management strategy of individual cases, the conclusions are presented: In order to cope with the business clients' demands, it is a trend for human resource companies to supply customized services. Although, the niche-style human resource companies expertly delivering the only one-item service take some advantages, it is highly possible that the effects of external environment such as the threats of labor groups and the change of public policy, lead to the difficult provision of complete service and huge risks in operation. While the human resource companies endeavor to offer various services, synthetic-style corporations should not only pay attention to enlisting those who have owned professional knowledge, but also should simultaneously plan the cultivation of future entrants and the on-the-job training so as to avoid the lack of professional profundity in practitioners when to grant numerous professional services. For the purpose of strengthening the competitive edges in human resource industry, in terms of the organization of business promotion, it is necessary to design a team way to cooperatively practice in common for each practitioner.
URI: http://hdl.handle.net/11455/24320
其他識別: U0005-1306201115014600
文章連結: http://www.airitilibrary.com/Publication/alDetailedMesh1?DocID=U0005-1306201115014600
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