台灣觸控面板產業人力資源之研究

Abstract

人力資源管理是企業主常想掌握，卻也是常感無所適從的管理環節。人力的架構，關係著事業體未來格局的順利開展；人力的素質，關係著業務功能執行的效率與效能；而人力的配置與留任，更關係著營運的成本與賡續。在銷售及收款、採購及付款、生產、薪工、融資、固定資產、投資、研發、電腦資訊系統等九大循環中，最單純的是”人”，只要依循適人適所的原則，設身處地，視工如親，就能掌握人心；但最複雜的也是”人”，每個人對自我需求的認知各有不同，即使提供相同的條件，各人仍將有不同的解讀。如何調適出最恰當的人力資源系統，以支持企業的發展，當是企業主、事業體主管與人力資源主管時刻上心的課題。 本研究將從人力資源的角度檢視自身在策略規劃與公司治理中所扮演的角色：由宏觀的經濟環境分析切入，循著環境、產業、企業、人力資源系統、領導、以至於員工需求以及企業與員工之間存在的攻防，循序建構出企業主與人資主管考慮架設人力資源系統時可資憑藉的思路與邏輯。同時選擇涵括業務功能完整的觸控面板產業，針對各功能在人力資源上的不同需求，探討組織與人力應有的架構與配置，及各功能間對於人力協同作業應有的認知，以支持各業務功能依公司既定策略順遂發展。 本研究藉由STEEPLE分析、SWOT分析、價值鏈模型、6B模型等等工具，探討人力資源的需求，以及與企業競爭優勢的關聯性；同時藉由權變領導理論、需求層次理論以及賽局理論的分析，探討員工與公司之間的競合關係。希望藉著分析架構與結果的呈現，作為企業主在構思企業發展時的參考。

Amongst functions of business management, human resources management is one of the parts business owners want to dominate most, but always fall short on execution. An effective organization structure and workforce planning is the cornerstone of business developments as the efficiency and operational efficiency and productivity hinge on quality of employee performance. In addition, retention and allocation of talents have a significant impact on operating costs and business continuity. Human resources could be the simplest part of the nine internal audit circles: sale and receipt, purchase and payment, production, labor and wage, loan, fixed asset, investment, research and development, electronic data processing, given successful human resources allocations with the right persons in the right positions that satisfy all of their fundamental needs and desires. However, human resources, from the perspective of employee individuality, could be the most complicated part as different people need different approaches toward recognition and goal achievement despite no difference in terms and conditions of employment. Building a human resources system that deliver optimal workforce performance is the most critical issues for company’s top management. This research examines ways that enable the business management to chart the human resources roadmap This research is aiming to identify the best human resources management tools in the business development and strategy planning. Based on evaluations of the global and regional economies, this research is aiming to sort out a logical thinking process for constructing a system that enables human resources optimization for the business through analytics of environment, industry, corporate, management system, leadership, needs of staffs and the conflict and bargaining between the employer and the employee. Based on the analytics results, this research will seek ways to fix the issues identified by the theories and models of the touch panel industry and a company and examines whether the human resources system could strengthen their competitiveness, and whether the interdepartmental collaborations in the company are well placed accordingly to achieve the business continuity goals. This research uses STEEPLE analysis, SWOT analysis, value chain analysis and 6B model to evaluate whether an established organization and its human resources adequate to strengthen the company competitive advantages. In the meantime, this research examines the collaboration and co-opetition between employers and employees, based on theories of contingency theories of leadership, Maslow's hierarchy of needs and game theory. On the heels of in-depth analysis based on tools and theories in the above analysis methods, this research aims at providing a guidance or reference for business owners on whether they should embark on human resources system transformation in a logical way.