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    Please use this identifier to cite or link to this item: http://ccur.lib.ccu.edu.tw/handle/A095B0000Q/479

    Title: 以EOR策略理論與AST理論探討休閒產業導入e-HRM系統文化衝突及差異事件;Discussing Cultural Conflict and Discrepancy Events of Implementing e-HRM System Based on EOR Strategy Theory and AST Theory
    Authors: 楊岳峰;Yang, Yueh-Feng
    Contributors: 資訊管理學系碩士在職專班
    Keywords: 衝突;調適結構化理論;員工和組織關係;文化;調適;Discrepant events;Culture;Conflict;AST;EORS;Adjustment
    Date: 2017
    Issue Date: 2019-07-17
    Publisher: 資訊管理學系碩士在職專班
    Abstract: 本研究探討休閒產業集團底下,各事業體面臨集團總部採購統一的資訊科技時,如何採取認同與抵抗,以及如何調適。過去文獻指出,在系統導入過程,常有因為各事業體員工和組織關係(EOR)策略不同而產生文化紛爭;也因資源的共享而必須做出調適的行為。過去的調適觀點(調適結構化理論、差異事件)為本研究個案訪談的理論基礎,以協助研究員瞭解及發掘集團式的決策是應以整體性考量,還是要因應不同事業體需求做出調整的決策。在探討e-HRM資訊系統導入過程,其人員、部門、管理者相關之文化衝突及差異事件,選定初步訪談之人選,採取滾雪球抽樣(Snowball Sampling)方式,在訪談過程透過資訊提供者不斷的提供新的受訪者,得以增加新受訪者,可為不同部門、不同階層之相關人員,來達到多重資料來源要求,滿足這方面三角鑑定效度。受訪對象共計18位,分別為各事業體(總部、百貨、飯店)一般使用者12位、資訊部主管1位、人資部5位等。從個案結果發現,導入前產生衝突者皆為高階主管,例如組織中的總部高層、各事業體專業經理人;系統進入導入中階段時,參與者不單侷限組織高層,其範圍逐漸擴增至一般性員工,如系統關鍵用戶、軟體工程師、部門主管及廠商顧問也加入互動行列,影響層面由個體進階到群體,其關係增添複雜度,此時產生衝突事件次數為各階段中最高。另外系統導入過程透過EORS九宮格表,是用以歸類出個人、群體因文化的不同,進而導致員工與組織二者間關係的不匹配,延伸出文化衝突的差異事件。本研究未來可提供管理者在實務經驗上不同的視角,得以深入解析系統導入衝突事件的前因後果,減少組織在做系統導入時與員工產生不必要的衝突事件。
    This research focuses on knowing how a large leisure enterprise adjusts themselves when adopting a unified information system (IS). In the past, the literature shows that employees have conflicts with the enterprise due to the cultural differences existed in the employee organization relationship (EOR) during the system implementation, and they have to resolve the differences and share resources. This research is based on the AST theory to study how a large enterprise made decisions and adjustments to reduce the cultural differences among various business entities through a series of interviews.This research focuses on the process of adopting an e-HRM system. The snowball sampling method was used to interview with employees and managers in order to find discrepancy events. The triangulation method was utilized as different sources of data collection. In total, 18 interviewees were involved in the study who were from general entities (12), IT manager (1), and human resource management (5). The results show that most of employees involved in the conflict activities were high level managers in the early adoption stage, for examples, the senior managers in the head office, and senior managers in the sub-entities. In the later stage, employees involved included both aforementioned ones and general employees, such as systems users, software engineers, department managers, and consultants. This stage has the highest numbers of conflicts and complexity. All the results have been incorporated into a nine-square table of EOR system for explaining the cultural differences between individual and group, especially how cultural conflicts derived from the discrepancy events existed between employees and the organization.It is hoped that the results of this research can provide managers with different views to understand the reasons and consequences of cultural conflicts. Thus, they can better manage a large enterprise and reduce these conflict activities.
    Appears in Collections:[資訊管理系研究所] 學位論文

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