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系統識別號 U0026-2004201008302800
論文名稱(中文) 從人力雇用模式探討人力配置關係與主要核心人力之研究
論文名稱(英文) Studies of Employment Modes, Employment Relationship and Core Competency Workforce
校院名稱 成功大學
系所名稱(中) 國際經營管理研究所博士班
系所名稱(英) Institute of International Management (IIMBA--PHD)
學年度 99
學期 1
出版年 99
研究生(中文) 蔡錚樺
研究生(英文) Cheng-Hu Tsai
學號 ra896105
學位類別 博士
語文別 英文
論文頁數 58頁
口試委員 指導教授-方世杰
共同指導教授-張紹基
召集委員-黃良志
口試委員-林鉦棽
口試委員-林豪傑
口試委員-陳世哲
中文關鍵字 人力雇用模式  社會交換理論  代理理論 
英文關鍵字 Employment Modes  Social Exchange Theory  Agency Theory 
學科別分類
中文摘要 本研究透過關係(社會交換理論)和交易(代理理論)的角度來解釋非典型人力資源配置的增加狀況,而有別於之前學者的研究,對於僱用非典型的員工,只是強調縮減經營成本為主要理由。我們的研究顯示, 不是因為每個人都是投機主義,而是因為它是不可能從投機主義的合作夥伴獲得可靠的資料。因此,為了控制風險,組織的比較保險作法是,當雙方還沒建立互信關係之前,組織先以非典型人力僱用,來縮短雙方的認知差異,增加組織與僱用人力的互相了解機會。當信任關係被建立,長期合作關係比較容易被維持,而人力的離職率理所當然會降低。

英文摘要 The current study uses a case study approach to investigate why organizations allocate different kinds of employees We adopt relational (social exchange theory) and transactional (agency theory) perspectives to explain the increasing allocation of external employees, in contrast to previous scholars who only emphasize cutting operating costs as the main reason for hiring external employees. Our study shows that opportunism is assumed to be important ― not because everyone is opportunistic but because it is impossible to obtain reliable information concerning the opportunism of the partner. Therefore, to control risk, it is perhaps safer for an organization to hire external workers and then to shorten the cognitive distance between managers and new hires, thereby fostering opportunities for mutual understanding. When trust is built, long-term relationships are easier to maintain and turnover rates typically decrease.
論文目次 TABLE OF CONTENTS
TABLE OF CONTENTS I
LIST OF TABLES III
LIST OF FIGURES IV
CHAPTER ONE INTRODUCTION 1
1.1 Employment Mode Studies. 1
1.2 The Trend of Employees Arrangements. 3
1.3 Employment Mode Research in Hospitality Industry. 4
CHAPTER TWO LITERATURE REVIEW 6
2.1 The Employment Relationship. 6
2.1.1 Transactional Perspective. 6
2.1.2 Relational Perspective. 6
2.1.3 Shamrock Organization vs. Employment Modes. 7
2.1.4 Employment Modes in HR Configuration. 9
2.2 Employment Modes in the Hospitality Industry. 10
2.3 The Core Competency Workforce. 11
CHAPTER THREE STUDY ONE 13
3.1 The Cases. 13
3.2 Validity and Reliability in Case Studies. 15
3.3 Case Analysis. 16
3.3.1 Employment Mode from Transactional Analysis. 16
3.3.2 Employment Mode from Relational Analysis. 20
CHAPTER FOUR STUDY TWO 25
4.1 The Core Competence of Human Capital. 25
4.2 Change Creator-Employment Mode Fit. 26
4.3 Commitment Maximizer - Employment Mode Fit. 27
4.4 Cost – Minimizer - Employment Mode Fit. 28
4.5 Stable Operator - Employment Modes Fit. 29
4.6 Analysis. 30
4.6.1 Sampling. 31
4.6.2 Measurement. 32
4.6.3 Validity and Reliability Test. 34
4.6.4 Cluster Analysis in Organizational Strategy. 36
CHAPTER FIVE CONCLUSION 45
5.1 Conclusion and Application. 45
5.2 Theoretical Contribution. 46
5.3 Research Limitation. 47
5.4 Future Research. 48
REFERENCES 49



LIST OF TABLES
Table 3-1 Profile and Characteristics of Cases 14
Table 3-2 Important Attributes of Human Capital 14
Table 3-3 A Tentative Schema for Employment Mode from a Transactional Perspective 20
Table 3-4 A Tentative Schema for Employment Mode from a Relational Perspective 23
Table 4-1 Major Characteristics of Sample Firms 32
Table 4-2 Demographic Characteristics of the Respondents 32
Table 4-3 Factor Analysis and Reliability Test of Research Constructs 35
Table 4-4 Description of Clusters 38
Table 4-5 Core Competency Workforce in Change Creator 40
Table 4-6 Core Competency Workforce in Commitment Maximizer 41
Table 4-7 Core Competency Workforce in Cost Minimizer 43
Table 4-8 Core Competency Workforce in Stable Operator 44






LIST OF FIGURES
Figure 4-1. Employment modes and organizational strategy 26

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