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    政大機構典藏 > 商學院 > 企業管理學系 > 學位論文 >  Item 140.119/35007
    Please use this identifier to cite or link to this item: https://nccur.lib.nccu.edu.tw/handle/140.119/35007


    Title: 人力資源發展在日本富士通組織轉型中之促成角色探討
    The Facilitating Role of Human Resource Development in the Organizational Transformation of Fujitsu, Japanese
    Authors: 林南欣
    Contributors: 管康彥
    林南欣
    Keywords: 組織變革
    人力資源發展
    富士通
    策略再思考
    組織轉型
    變革管理
    解決方案提供者
    Date: 2006
    Issue Date: 2009-09-18 13:32:53 (UTC+8)
    Abstract: 在知識經濟時代,以產品為經營中心的事業模式、講求生產效率與低成本管理已不能為企業創造再多的附加價值,在環境變化激烈的環境中逐漸成為殺價競爭之下的沉重包袱。企業為追求營利與成長,逐漸轉而重視顧客需求,透過跨部門的知識整合,為顧客提供完整且品質優良的服務。在全新的企業經營理念之下,企業對於人力資源的需求與管理方式產生了根本上的轉變。企業逐漸了解人力資源在組織變革過程中,扮演著關鍵性的影響角色。本研究便透過實際的個案分析,從人力資源發展的觀點探究企業進行變革活動的過程當中,人力資源發展角色的轉變,以及其主要職責內容,提供台灣企業主進行改革活動時的參考依據。
    放眼國際,日本在人力資源領域的努力有目共睹,無論是人事制度的設立,或是教育訓練的福利,日本企業都做得淋漓盡致,使得員工心甘情願為企業長久地貢獻心力。其中,富士通近年來從事大規模的組織變革計畫,所有政策均以人力資源為出發點,對於人力資源的重視與用心確實值得同屬製造產業的企業領導者學習與傚仿。是故,本研究以管康彥所提出的變革三部曲:策略再思考、組織轉型與變革管理作為思考軸線,分別探討人力資源發展對於組織發展所發揮的效果。企業在策略再思考階段檢視產業與環境的動態變遷,選擇與集中企業的核心能力與業務,重新給予企業新定位與策略方向;接著,打造企業願景,透過組織結構的調整增強組織競爭力,提升組織營運效率;最後,在變革管理中則經由管理制度的重新打造,將變革理念深植於員工心中,改變員工的工作行為與態度,成為根深蒂固的企業文化一部份。本研究透過此三步驟,一一檢視富士通的人力資源發展實際作法,並從中歸結出原則,以作為其他企業的學習典範。
    本研究主要特色為歸結出人力資源發展在組織變革過程中,促成角色以及核心職責的變換模型。人力資源發展在策略再思考階段,主要扮演策略規劃者的角色,著眼於人力資源需求的改變;到了組織轉型階段,其角色轉變成為以人力調度者為主,致力於人力資源配置的相關活動與政策的建置;最後的變革管理階段,其角色再度轉變成為知識教育者,以提供員工知能為首要目的,職責圍繞人力資源強化的議題上。
    Reference: 中文文獻
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    網站資訊
    1. 富士通全球官方網站:http://www.fujitsu.com/global/
    2. 富士通台灣官方網站:http://www.fujitsu.com/tw/
    英文文獻
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    Description: 碩士
    國立政治大學
    企業管理研究所
    94355044
    95
    Source URI: http://thesis.lib.nccu.edu.tw/record/#G0094355044
    Data Type: thesis
    Appears in Collections:[企業管理學系] 學位論文

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