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    Title: 以服務創新的觀點探討人力資源部門的內部服務—以 A 公司為例
    Explore the Internal Services of Corporate Human Resources Department from the Perspective of Service Innovations: A Case Study of Company A
    Authors: 范雅晴
    Fan, Ya-Ching
    Contributors: 吳豐祥
    范雅晴
    Fan, Ya-Ching
    Keywords: 人力資源管理
    內部服務
    內部行銷
    服務創新
    內部服務創新
    Human Resources Management
    Internal Service
    Internal Marketing
    Service Innovation
    Internal Service Innovation
    Date: 2019
    Issue Date: 2019-08-07 17:05:17 (UTC+8)
    Abstract:   根據萬寶華公司(Manpower Group)的研究,台灣人才短缺現象愈發嚴重,許多研究顯示「人才」是企業的核心,企業應重視此議題。而透過人力資源管理措施的實施,企業可以有效地管理並留住這些人才資本,許多學者以內部行銷的觀點出發,指出人力資源部門乃企業的服務單位,服務對象為其他部門及員工(內部顧客),而為了幫助企業締造或維持競爭優勢,人力資源部門應重視自身所產生的內部服務。然而,過去在探討人力資源部門的內部服務時,在研究對象的部分,多偏向第一線的服務型員工,忽略了其他的內部顧客;而在研究主題的部分,也大多集中在服務品質因子與滿意度等面向的探討,對於內部服務的流程以及內部服務創的創新之研究,卻是非常少。此外,儘管「服務創新」是近來備受關注的議題,但是其過往相關研究的產業,幾乎都是以服務業為主,且研究對象也皆為外部顧客,對於製造廠商內部如何提供有效的新服務之研究,可說是付之闕如。

      因此,本研究針對上述缺口,將內部服務與服務創新的概念加以結合,探討人力資源部門之「內部服務創新的模式」、「內部新服務發展的流程」以及「影響內部新服務發展流程的因素」等重要課題。並且,以國內高科技產業中,人力資源部門規模完善且頗具創新表現的A公司做為研究對象,進行深入的個案研究。初步得到了以下的結論:

    (1)人力資源部門的中央營運單位會為了解決某特定問題或是提供更好的服務,而與人資客服代表一起合作發展內部服務創新。同時,在規模較大以及高階主管較為重視的新服務專案中,會以工作坊及會議的形式來處理新顧客介面。並且,在新服務傳遞系統上,會注重個人的能力以及溝通的頻率。
    (2)人力資源部門在「內部」新服務發展的流程上,會依照「概念發展與目標訂定」、「內部服務設計與原型」、「內部服務測試與開發」與「內部服務推行」等階段進行,與「一般的」新服務發展流程大致相同。
    (3)人力資源部門在內部新服務發展流程中「服務改善」方面,就「內部服務設計與原型」階段來說,若該專案的規模較大且高階主管較重視,會以概念性測試的反饋做為服務改善的依據;就「內部服務測試與開發」階段來說,會透過部門內和內部顧客部門的測試進行服務改善。但若是該新服務專案的規模較小,則會以會議的形式來進行。
    (4)有關影響人力資源部門發展內部新服務的關鍵因素,在「概念發展與目標訂定」的階段時,以組織文化、主管支持度與專案發起人的人格特質等因素為主;在「內部服務設計與原型」的階段時,則會以專案領導者構思的能耐、內部顧客參與或內部顧客代表參與以及跨部門溝通與整合等因素為主;至於「內部服務測試與開發」的階段,則會以利益關係單位的認可為主。

      根據以上的結論,本研究最後進一步提出理論意涵、實務建議與後續研究的建議,供學術界與業界參考。
    According to Manpower Group’s research, the phenomena of talent shortage have become severe in Taiwan. Plenty of studies indicate that “talents” are the core of an enterprise; thus, the company should focus more on this issue. Enterprises can manage these human capital effectively by taking good human resources practices; many researchers point out that the department of human resources is a sector providing services to other departments’ members (refer to internal customers) in the perspective of internal marketing; hence, in order to sustain the competitive advantages of the enterprise, the department of human resources should pay more attention to the services they provide. However, most of the researches related to the internal service focused more on the frontline employees in terms of research subjects, and overlooked other internal customers; In addition, in regard to research topic, they seldom placed emphasis on internal service process and its innovation, and focused mostly on service quality and satisfaction instead. Furthermore, the topics of “service innovation” has aroused much attention when mentioning “service”, but past studies concerning service innovation mostly focused on service industry and external customers. That means the issue of how manufacturing firms can provide effective internal service has been ignored.

    Therefore, to make up for the above gaps, we combine the concepts of internal service and service innovation, and explore “internal service innovation model”, “internal new service processes” and “the main factors affecting internal new service processes”. Meanwhile, we select Company A which is big-scale and innovative for the case study in depth. In the end, we come up with main preliminary conclusions as follows:

    (1)The central human resources department will develop internal service innovation with HR account service collaboratively in order to solve particular problems or provide better services. Meanwhile, in the project which scales large and draws more attention from the executives, the new client surface will be workshop or meeting. Also, in terms of new service delivery, it will focus on the enhancement of individuals’ ability and the frequency of communication.

    (2)The processes of internal new service development in human resources department include “ideas development and goals setting”, “internal service design and prototype”, “internal service test and development” and “internal service launch” sequentially, and are very similar to the general new service development processes.

    (3)In the processes of internal new service development in human resources department, the format of “service improvement” will change in different stages. In the “internal service design and prototype” stage, it will rely on the feedbacks of partial tests if the project scales large and draws more attention from the executives. In the “internal service test and development” stage, the service will be improved by testing in the human resources or internal customers’ departments. However, if the project scales relatively small, it will be tested through meeting.

    (4)The main factors affecting internal new service processes will be organizational culture, supervisors’ support and project leader’s personality in the stage of “ideas development and goals setting”; and will be project leader’s ability of conceptualizing, the participation of internal customers or their representatives, and cross-functional communication and integration in the stage of “internal service design and prototype”; and will be recognition of stakeholders in the stage of “internal service test and development”.

    Based on the above conclusions, theoretical implications, practical and further research suggestions are provided for both future researchers and practitioners.
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    Description: 碩士
    國立政治大學
    科技管理與智慧財產研究所
    106364109
    Source URI: http://thesis.lib.nccu.edu.tw/record/#G1063641091
    Data Type: thesis
    DOI: 10.6814/NCCU201900618
    Appears in Collections:[科技管理與智慧財產研究所] 學位論文

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