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摘要

本篇出處 創新與管理 6:2 2009.05[民98.05] 頁91-129
篇名 ERPⅡ之專業服務標準化架構研究
作者 馬維銘 ; 林東榮 ; 陳俊民 ; 陳建志
中文摘要   企業引進ERPII主要原因為全球化動態競爭,必須快速反應,解決傳統資訊系統的問題。ERPII是一套跨組織的資源規劃,有效運用企業的資源且能夠快速回應。雖然ERPII在大型企業的市場已飽和,但本研究透過軟體經銷體系多年實務的經驗與觀察,台灣與大陸的中小企業對ERPII需求仍十分迫切,本次研究提出專業服務的概念,是當中大型ERPII軟體公司能夠建立產品與服務整合概念以擴大業績後,在偏遠地區的中小企業能夠藉由區域性的專業分工服務體系的建立,提供必要且即時性的服務。 以往專注於ERPII人力資源模組研究的文章較少,探討的主題大都是針對人力資源子系統功能與模組規劃研究,缺乏該系統模組之間的相互關係與模組內流程研究的論述,本研究中針對人力資源管理子系統將組成系統的結構與行為合一整體的研究,可以從巨觀的角度看到系統的全貌,又能夠以微觀的角度清楚看見每一個結構元素所提供的服務,能夠專注於人力資源管理子系統關鍵的結構與行為,提供企業人力資源有效管理。 本研究著重於ERPII的人力資源管理系統,以台灣南部電子零件代工中小企業兩個案為研究對象,透過密切的專家夥伴關係,朝一致的目標共同努力,建立專業服務標準化,是非常務實的作法,且能有效的降低導入的成本,本研究結合專業服務標準化與企業架構的六大金律,掌握企業人事管理的精髓,達到預期的用人唯才、適人適任、拔擢人才、選賢與能的目標。
英文摘要   The primary causes of enterprises to implement the ERP II are the globalization dynamic competition, fast reaction, and solving traditional information system problems. ERP II is a cross-organizational resource planning system to be used as an effective utilization of the enterprises resources and to response needs quickly. Although, the ERP II was saturated in the big enterprise market, this study through the many years practical experience and observation by the software retailing system in the local area. ERP II is still urgent needs in the small and medium enterprise in Taiwan or Mainland China. This study builds up professional services, and it is the tread to ERP II software among large companies to establish the concept of integrated products and services to expand performance. The small and medium enterprises situated far from the city and lock of manpower and money to support information technicians, therefore, the regional specialization of the establishment of service system can provide the necessary and real-time services. In the past ERP II focused on the study of human resources module article were much less. A few of studies were investigated in sub-systems for human resources functions and modules planning, that were the lack of modules of the system of mutual relations between the modules within the process of study and discussion. Our study for human resource management systems will form a subsystem of the overall unity of structure and behavior research. We can see the system from the macro point of view and we also can clearly see the perspective of micro-structure of each element of the services provided. We focus on human resources management system structure and behavior to provide effective management of human resources in the enterprise. This research focuses on human resources management system in the Extended Enterprise Resource Planning System. Two cases have been studied, that are electronic components manufacturing companies of small and medium enterprises in southern Taiwan. We build up a professional closely relationship model between partners, and put efforts toward a mutual benefit goal. Building professional service standardization is a practical method. It can be combined with the six golden rules of enterprise architecture to grasp the essences of personnel management in an enterprise to achieve the goals of hiring the right person, putting right person at right position, finding talented people, and electing virtuous.