組織變革過程中人力資源策略性運用─以T集團為例

Abstract

隨著世界進入全球化競爭與知識經濟的時代，瞬息萬變的市場變動不斷挑戰國內零售企業的經營能耐，故企業紛紛以組織變革來因應與維繫競爭力。同時在變革過程中，由於各家公司規章制度的落差、經營管理的差異、組織文化的不同等等，使企業必須更仰賴人力資源部門的斡旋，促使人力資源便由傳統行政延伸至策略性角色。 本研究以T集團為研究對象，經由深入訪談與廣泛地資料蒐集，輔以脈絡論的分析架構，研究T集團整併旗下子公司時如何與變革關係人(Stakeholder)互動，透過整合職能部門建立全球運籌的零售偕同平台；並運用Ulrich(2002) 人力資源多元角色模型，探討各功能角色在組織變革下的活動，以及彼此間如何相輔相成，強化變革促進者的內涵。最後，根據個案分析的結果，發現在適度的順序安排下，可以化解多元角色模型的矛盾現象，並建構人力資源部門在變革過程中的多元角色評估指標，以掌握角色之間的平衡關係。

The pace of change today, due to globalization competition and knowledge economy, is both dizzying and dazzling. Companies hope to gain sustained competitive advantage by organizational change to overcome the change in domestics market. At the process of change, many companies are discovering a need to reinvent the human resource function, beyond its traditional operational and transactional role, to deal with the gap of regulation system, the diversity of managing method, the difference of organizational culture, and so on. The author conducts a case study of T Group with contextualism framework. Through deep interview and generally collection of all relative data to understand how to interact between the company with change stakeholders when the group integrates its own subsidiary company？ And how to combine the functional department from different companies to build the global logistics service platform？ In addition, this research verifies and analyzes the activities of various HR functional roles and interconnects to support the change agent at organizational change by multiple-role model (Ulrich, 2002). The findings are that, for multiple-role model, the contradictions could be solve by appropriate sequence and then set the indicator of multiple roles for human resource department to keep balance.