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Title:	僱用關係型態與人力資源管理實務關聯性之探索性研究
Other Titles:	The Exploratory Study of the Relationship between Employment Pattern and Human Resource Practices
Authors:	黃櫻美;喬友慶 Huang, Yin-Mei;Chiao, Yu-Ching
Contributors:	企管系
Keywords:	人力資源管理;人力資本理論;資源基礎理論;僱用關係 Human resource management;Human capital theory;Resource-based theory;Employment relationship
Date:	2004-01
Issue Date:	2014-11-25 17:08:59 (UTC+8)
Abstract:	組織為在多變環境中獲得更多彈性以因應不同變化，轉而僱用愈多的短期員工；同時，僱用關係為人管活動之重心，因此組織需要特別地注意短期員工與長期員工兩者間的差異，特別是在人力資源管理實務上的投資。本研究以有無僱用短期員工做為區別僱用關係之基準，將只擁有長期員工的組織視為具內部型僱用關係，而同時僱用長期與短期員工之組織視為兼有內外部僱用關係的混合型僱用關係。本研究目的在於探討內部型∕混合型僱用關係下的組織在人管實務上是否有所差異，即組織是否會因為員工組合上的不同，而反映在人力資源管理實務上的投資。本研究資料取自於行政院主計處1996年製造業抽查原始檔，挑選771家企業，擁有短期員工之廠商約佔總樣本數之五分之一。研究結果發現，採用混合型僱用關係的組織在研發密集度的投資顯著地高於內部型僱用關係，而採用內部型僱用關係的組織在薪資支出密集度上的投資顯著地高於混合型。此研究結果顯示，採用不同僱用關係的組織，可在各個人力資源管理實務上的投資反映出其差異性。 In responding to the challenging environment, organizations hire more and more temporary employees for flexibility, and change the traditional long-term organization-employee relationship. For the sake of adaptation, it is paramount importance for adjust the human resource practices to fit short-term and long-term employees’ demands. In this study, we distinguish the internal and hybrid organization-employee relationship based on whether the organization is hiring temporary employees, to compare the gaps in HR investments. By analyzing 771 manufacturing firms from Taiwan National Statistics Bureau, R.O.C. in 1996, the findings, on the one hand, partly supported our hypotheses that organizations of internal pattern invested more on compensation than those of hybrid pattern. On the other hand, research and development investments in hybrid organization were higher than internal one. These results indicated that when organizations hire different employees, HR investments would reflect the internal and hybrid employment relationship.
Relation:	政大勞動學報,15,79-103
Data Type:	article
Appears in Collections:	[Department of Business Administation] Periodical Articles [Bulletin of Labour Research] Journal Articles

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