Organizational Change Process with Strategic Human Resource Application：A Case Study of T Group
Date Issued
2012
Date
2012
Author(s)
Lu, Yen-Chun
Abstract
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.
Subjects
Organizational Change
Contextalism
Human Resource Management Practices
Human Resources Department Role
HR Performance Indicators
Type
thesis
File(s)![Thumbnail Image]()
Loading...
Name
index.html
Size
23.27 KB
Format
HTML
Checksum
(MD5):4fdcb92c77b949cafaaddcf83ce21992