| 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. |
