[[alternative]]The Team-based Human Resource Management in Industries and Businesses

碩士工業教育與技術學系[[abstract]]本研究主要目的在探討國內業界之人力資源管理如何配合工作團隊管理。為達成研究目的，首先應用文獻探討瞭解工作團隊人力資源管理的相關學理，作為建構本研究基礎，再藉深入個別訪談方式，進行資料蒐集。 本研究使用自編半結構式開放問卷，以台灣地區不同規模、行業別之企業為調查樣本。資料蒐集後，經分析獲致如下結論。 一、工作團隊成員招募方法偏向對內招募，且以內部員工推荐或指派為主。二、工作團隊成員遴選方法主要以面談與筆試為主，其中尤以刻苦耐勞與專業能力為遴選錄用條件。三、工作團隊成員的安置作法偏向以舊成員帶領新進成員為主，部門主管直接追蹤新進成員的安置情形，有助提昇新進成員受尊重的心理感受。四、工作團隊成員績效評估實施與否與工作團隊績效良寙有關，其中尤以工作團隊成員瞭解績效評估的程度，對工作團隊的績效具較大影響力。五、工作團隊成員績效評估信效度與工作團隊成員是否親自參與評估有關。六、工作團隊績效評估指標以整體團隊目標達成率為主，團隊成員之績效評估指標則以人際溝通相關指標為主要判斷依據。七、工作團隊成員薪酬激勵對象為工作團隊與團隊成員，但以激勵工作團隊整體表現為主。八、工作團隊成員薪酬的激勵作法要迅速有效就必須適時適切。九、工作團隊成員薪酬以績效獎金發放為主要作法。十、工作團隊人力資源發展受重視的程度與企業本身制度完整性、行業別與規模等有關。十一、工作團隊成員人力資源發展課程種類中的人際關係直接影響工作團隊績效，相關課程內容則以溝通技巧為主。 另依結論提供下列相關建議。 一、應加強招募方法的周延性，「對內招募」與「向外招募」並用，方能招得最適人才。二、工作團隊成員遴選標準應結合企業文化與實務運作，考慮人格特質與專業能力並重。三、應加強落實新進團隊成員的安置作法，尤中尤以主管親自參與新進成員安置作法是留任適用工作團隊成員的良策。四、工作團隊成員應徹底瞭解績效評估設計內容，並對績效評估指標產生認同。五、工作團隊成員應親自執行工作團隊績效評估實施，並考慮同儕互評的可行性，藉以凸顯公平原則。六、工作團隊成員績效評估結果應結合系統運作。七、工作團隊成員薪酬的激勵重點對象應事先議訂。八、工作團隊成員薪酬的激勵作法應以時效為重。九、不同的工作團隊成員需要不同的激勵內容。十、各企業組織應依其特性建構工作團隊成員人力資源發展系統。十一、人力資源發展課程內容應結合內外在環境變化與工作團隊的實際需要。[[abstract]]The purpose of the research lies on the discussions of how enterprises in Taiwan use the human resource management to suit the rttanagement of team work. To achieve the purpose, a number of literatures of both Taiwanese and foreign experts and scholars of the field were studied as the base of the research to understand their point of views and theories. Then, individual interviews were processed to collect useful information. It was an semi-structured questionnaire that was used to collect data. The subjects included varied scales and categories of enterprises. Results and conclusions of analyses of the collected data are as followed: 1. There is a tendency to recruit new members of teams from the internal of the company, mostly from recommendations or appointments. 2. Interviews and written tests are the main methods to select new members of teams. Two of the most wanted criteria require candidates to take hard works and possess professional skills. 3. After recruiting, senior members would be arranged to lead new ones. The chief traces new members' situations and this help to enhance their sense of being respected. 4. The processing of assessment toward team members' achievements relates to the results of team works. The understanding of ways members possess toward assessment has greater influence on the effect of works. 5. The reliability and validity of assessments relates to ifthe members take part in the assessments. 6. The central goal of the norm of assessment to team lies on the percentage achieving their goals. The key basis assessing team members is the related norm of interpersonal communications. 7. The core subjects to be inspired of rewarding team members are teams themselves. 8. Good timing is highly required regarding encouraging the rewards to team members effectively. 9. It is financial rewards that are utilized to encourage team members. Distribution of rewards concerning achievements is the main way. 10. There's certain relationship between the extent to which the human resource development of team is emphasized and the completeness of system, categories and scales of enterprises themselves. 11. Interpersonal relationships in varied courses regarding developing human resource of team members have direct influence toward the achievement of teams. Communication skills are emphasized in related courses. Implications are listed according to the conclusions: 1. The most conscientious way to recruit the best members is to recruit both inwardly and outwardly. 2. Criteria concerning selections of team members should combine enterprise culture and practical running situations. Personal characters and professional skills should also be taken into consideration. 3. The arrangement of new team members should be emphasized. It is better way to keep suitable team members that the chief participates in arranging new members. 4. Team members should have a thorough understanding of the forms of assessment to their achievement, hence create identifications to the norms of the assessment. 5. Team members should take part in the processing of assessing achievements of each team. The feasibility of taking comments from co-workers could be considered to show the principle of fair. 6. The results of the assessments should be combined with the operations of systems. 7. The point that subjects of financial rewarding should be negotiated in the very beginning. 8. It is effetiveness that should be emphasized when considering the ways rewarding team members. 9. Varied team members require varied inspirations. 10. Enterprises should construct its own team member human resource development system according to its characteristics. 11. Courses concerning human resource development should combine changes of inward environment and practical needs of teams