人力派遣業經營模式之研究

A Study on Business Model in Employee Dispatched Industry

人力派遣業蝿來在中間勞動市場扮演的腳色，首先1.它必須因應全球經營環境的變化，需要擁有具多樣性且高技能的人力予以派遣；2.對於缺乏雇用機會的中高年齡及婦女給予適當的派遣，以迎合政府政策以及降低失業率；3.給予企業內部的剩餘人力的再配置，使得能有效利用人力資源的派遣。因此，本研究希望經由經營模式相關理論為基礎，探討人力派遣業在不同經營環境下所採取的最適當的經營模式，以使人力派遣企業不僅於只扮演勞動移動的媒介而已，而是給予人力派遣勞動者適當的再教育與訓練，以便有效的進行人力派遣，並據以提升人力派遣企業的競爭力。人力派遣業藉由經營模式的運用以獲取更大的市場或經濟資源，據以提升企業競爭優勢及成長，才能符合台灣要派企業用於製造與代工經營體質所需的人力需求。而人力派遣業為了因應非經濟因素及全球經營環境劇變的影響，應採取何種經營模式來維持人力派遣公司競爭優勢是當務之急。因此，本研究使用策略群組觀點探討不同經營模式，並比較不同經營模式的差異，以建構出最適經營模式。本研究發現：1.依據企業策略執行相似性，可明顯劃分不同性質的經營模式；2.有四個重要經營模式群組劃分構面—成本優勢能力、市場開發能力、差異化能力及能力整合等來劃分台灣人力派遣業的經營模式。

The roles that the temporary worker agency has played in the intermediate job market will need to adapt to the change in the global business environment in the following ways.1It needs to possess diverse and talented human resources;2.Provide adequate opportunities for women and those in middle or high age groups who are unemployed in order to meet government policies and lower unemployment rate; and 3.Help enterprise use their temporary workers more effectively through internal human resource reorganization. Therefore, using business model theories as base, this study hopes to explore different business models that temporary work agencies adopt under different business environments. We also want to show that temporary work agencies are no longer just human resource liaisons for companies, but they can provide temporary workers with adequate training and education to increase their competitiveness in the industry. Temporary work agencies acquire bigger market or finances through the business model applications. Only by increasing enterprise competitive advantage and growth will it meet the human resource needs of Taiwan‘s manufacturing and OEM operational structure. It is imperative for temporary work agencies to know what business model to adopt in order to maintain their business competitive edge due to non-economic factors and the effects of global business environment changes. As such, our study uses the viewpoint of strategic groups to explore and compare different business models in order to suggest the most appropriate business model. Our study finds that 1.Based on the similarities between business strategy executions, there is an obvious differentiation of different types of business models; 2.There are four important divisions in business strategic groups – capability of gaining cost advantage, market development capability, capability to differentiate, and integration of these capabilities to divide the different business models for temporary work agencies in Taiwan.