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研究生： 吳亞蓁
Yachen Wu
論文名稱： An Exploratory Study on the Roles and Functions of Human Resource Professionals in Taiwan Corporate Crisis Management
An Exploratory Study on the Roles and Functions of Human Resource Professionals in Taiwan Corporate Crisis Management
指導教授： 方崇雄
Fang, Chung-Hsiung
學位類別： 碩士
Master
系所名稱： 國際人力資源發展研究所
Graduate Institute of International Human Resource Developmemt
論文出版年： 2006
畢業學年度： 94
語文別： 英文
論文頁數： 176
中文關鍵詞： role 、function 、human resource profession 、crisis management 、Delphi study
英文關鍵詞： role, function, human resource professional, crisis management, Delphi study
論文種類： 學術論文
相關次數： 點閱：193  下載：3 
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    • ABSTRACT
    As Andrew S. Grove, the president and CEO of Intel, comments, only the paranoid survive. Crisis management has been a growing interest and to effectively address the various risks and complex issues that corporations face today, crisis management must be mandated from the top of the organization and driven and implemented by all key business functions jointly. Yet limited research attention has been paid to the issue that how human resource professionals contribute themselves to effective organizational crisis management. The purpose of the study is to identify HR’s roles and functions in crisis management and explore their significance and practicability in the context of Taiwan industries with literature review and a Delphi study conducted to 20 panel experts.
    The conclusions of this study are:
    1. That in the context of Taiwan corporate crisis management, there are five strategic roles and 41 functions for human resources professionals to play. The five roles are Change Agent, Employee Champion, Administrative Expert, Collaborator and Advocate.
    2. That Collaborator, Employee Champion, Change Agent and Administrative Expert are the most important roles for HR professionals in Taiwan corporate crisis management.
    3. That being Employee Champion is the most practicable role for HR professionals in Taiwan corporate crisis management.
    4. That 20 of the 41 functions for HR professionals to implement in Taiwan corporate crisis management reach “extreme significance” level.
    5. That 9 of the 41 functions for HR professionals to implement in Taiwan corporate crisis management reach “extreme practicable” level.
    This study concludes with recommendations for businesses, academic institutions and future research.

    ABSTRACT
    As Andrew S. Grove, the president and CEO of Intel, comments, only the paranoid survive. Crisis management has been a growing interest and to effectively address the various risks and complex issues that corporations face today, crisis management must be mandated from the top of the organization and driven and implemented by all key business functions jointly. Yet limited research attention has been paid to the issue that how human resource professionals contribute themselves to effective organizational crisis management. The purpose of the study is to identify HR’s roles and functions in crisis management and explore their significance and practicability in the context of Taiwan industries with literature review and a Delphi study conducted to 20 panel experts.
    The conclusions of this study are:
    1. That in the context of Taiwan corporate crisis management, there are five strategic roles and 41 functions for human resources professionals to play. The five roles are Change Agent, Employee Champion, Administrative Expert, Collaborator and Advocate.
    2. That Collaborator, Employee Champion, Change Agent and Administrative Expert are the most important roles for HR professionals in Taiwan corporate crisis management.
    3. That being Employee Champion is the most practicable role for HR professionals in Taiwan corporate crisis management.
    4. That 20 of the 41 functions for HR professionals to implement in Taiwan corporate crisis management reach “extreme significance” level.
    5. That 9 of the 41 functions for HR professionals to implement in Taiwan corporate crisis management reach “extreme practicable” level.
    This study concludes with recommendations for businesses, academic institutions and future research.

    Table of Contents ACKNOWLEDGEMENTS i ABSTRACT ii LIST OF TABLES vi LIST OF FIGURES xi CHAPTER I. INTRODUCTION 1 Significance of the Study 1 Purposes of the Study 2 Statement of Problems 3 Limitations of the Study 4 Definition of Terms 4 CHAPTER II. LITERATURE REVIEW 7 Crisis Management (CM) 7 Crisis defined 7 Types of crises 9 Crisis management defined 11 The essential phases of crisis management 12 Organizational System 14 Technical system 14 Human factor system 14 Infrastructural system 14 Cultural (emotional/ belief) system 16 Stakeholders 17 Organizational Survival Planning (OSP) Model 19 The primary key to success and foundational components of the OSP model……………………………………………………………………..19 The four cornerstones of surviving a crisis event 21 Strategic Human Resource Management (SHRM) 24 Strategic human resource management (SHRM) defined 24 HR in strategic business planning (SBP) 26 The strategic roles of HR professionals in CM 28 The functions of HR professionals in CM 32 CHAPTER III. RESEARCH METHODOLOGY 39 Research Framework 39 Research Procedures 40 Research Method 43 Subjects 44 Instruments 48 Data Collection 53 CHAPTER IV. RESEARCH FINDINGS 55 Roles that HR Professionals Play in Taiwan Corporate Crisis Management —Significance 55 Roles that HR Professionals Play in Taiwan Corporate Crisis Management —Practicability 60 Functions that HR Professionals Play in Taiwan Corporate Crisis Management —Significance 65 Functions that HR Professionals Play in Taiwan Corporate Crisis Management —Practicability 86 Discussion 106 CHAPTER V CONCLUSIONS AND RECOMMENDATIONS 119 Conclusions 119 Recommendations 125 REFERENCES 129 Appendix A 135 Appendix B 140 Appendix C 147 Appendix D 154 Appendix E 160 Appendix F 168 LIST OF TABLES Table 3.1 Present job titles of the respondents 46 Table 3.2 Degree of the respondents 47 Table 3.3 Ages of the respondents 47 Table 3.4 Total years in HR or relevant positions 47 Table 3.5 Reference table for the range of the quartile deviation and the consensus level of the panel experts 52 Table 3.6 Reference table for the range of the mean score and the importance level 52 Table 3.7 Reference table for the range of the mean score and the practicability level 52 Table 3.8 The Retrieval of the questionnaire 54 Table 4.1 Statistical results of round 1 for the significance of the roles that HR professionals play in Taiwan corporate crisis management 56 Table 4.2 Statistical results of round 2 for the significance of the roles that HR professionals play in Taiwan corporate crisis management. 57 Table 4.3 Statistical results of round 3 for the significance of the roles that HR professionals play in Taiwan corporate crisis management 58 Table 4.4 Comparison of the statistical results of the three rounds for the significance of the roles that HR professionals play in Taiwan corporate crisis management 59 Table 4.5 The rank order of the statistical results of the three rounds for the significance of the roles that HR professionals play in Taiwan corporate crisis management 60 Table 4.6 Statistical results of round 1 for the practicability of the roles that HR professionals play in Taiwan corporate crisis management. 61 Table 4.7 Statistical results of round 2 for the practicability of the roles that HR professionals play in Taiwancorporate crisis management 62 Table 4.8 Statistical results of round 3 for the practicability of the roles that HR professionals play in Taiwan corporate crisis management 63 Table 4.9 Comparison of the statistical results of the three rounds for the practicability of the roles that HR professionals play in Taiwan corporate crisis management 64 Table 4.10 The rank order of the statistical results of the three rounds for the significance of the roles that HR professionals play in Taiwan corporate crisis management 65 Table 4.11 Statistical results of round 1 for the significance of the functions that HR professionals play in Taiwan corporate crisis management 67 Table 4.12 Statistical results of round 2 for the significance of the functions that HR professionals play in Taiwan corporate crisis management 71 Table 4.13 Statistical results of round 3 for the significance of the functions that HR professionals play in Taiwan corporate crisis management 74 Table 4.14 Comparison of the statistical results of the three rounds for the significance of the functions affiliated to HR’s role as Change Agent in Taiwan corporate crisis management 77 Table 4.15 Comparison of the statistical results of the three rounds for the significance of the functions affiliated to HR’s role as Employee Champion in Taiwan corporate crisis management 78 Table 4.16: Comparison of the statistical results of the three rounds for the significance of the functions affiliated to HR’s role as Administrative Expert in Taiwan corporate crisis management 79 Table 4.17: Comparison of the statistical results of the three rounds for the significance of the functions affiliated to HR’s role as Collaborator in Taiwan corporate crisis management 80 Table 4.18: Comparison of the statistical results of the three rounds for the significance of the functions affiliated to HR’s role as Advocate in Taiwan corporate crisis management 80 Table 4.19: The rank order of the statistical results of the three rounds for the significance of the functions affiliated to HR’s role as Change Agent in Taiwan corporate crisis management 82 Table 4.20: The rank order of the statistical results of the three rounds for the significance of the functions affiliated to HR’s role as Employee Champion in Taiwan corporate crisis management 83 Table 4.21: Comparison of the statistical results of the three rounds for the significance of the functions affiliated to HR’s role as Administrative Expert in Taiwan corporate crisis management 84 Table 4.22: The rank order of the statistical results of the three rounds for the significance of the functions affiliated to HR’s role as Collaborator in Taiwan corporate crisis management 85 Table 4.23: The rank order of the statistical results of the three rounds for the significance of the functions affiliated to HR’s role as Advocate in Taiwan corporate crisis management 85 Table 4.24: Statistical results of round 1 for the practicability of the functions that HR professionals play in Taiwan corporate crisis management 87 Table 4.25: Statistical results of round 2 for the practicability of the functions that HR professionals play in Taiwan corporate crisis management 91 Table 4.26: Statistical results of round 3 for the practicability of the functions that HR professionals play in Taiwan corporate crisis management 94 Table 4.27: Comparison of the statistical results of the three rounds for the practicability of the functions affiliated to HR’s role as Change Agent in Taiwan corporate crisis management 97 Table 4.28: Comparison of the statistical results of the three rounds for the practicability of the functions affiliated to HR’s role as Employee Champion in Taiwan corporate crisis management 98 Table 4.29: Comparison of the statistical results of the three rounds for the practicability of the functions affiliated to HR’s role as Administrative Expert in Taiwan corporate crisis management 99 Table 4.30: Comparison of the statistical results of the three rounds for the practicability of the functions affiliated to HR’s role as Collaborator in Taiwan corporate crisis management 100 Table 4.31: Comparison of the statistical results of the three rounds for the practicability of the functions affiliated to HR’s role as Advocate in Taiwan corporate crisis management 100 Table 4.32: The rank order of the statistical results of the three rounds for the practicability of the functions affiliated to HR’s role as Change Agent in Taiwan corporate crisis management 102 Table 4.33: The rank order of the statistical results of the three rounds for the practicability of the functions affiliated to HR’s role as Employee Champion in Taiwan corporate crisis management 103 Table 4.34: Comparison of the statistical results of the three rounds for the practicability of the functions affiliated to HR’s role as Administrative Expert in Taiwan corporate crisis management 104 Table 4.35: The rank order of the statistical results of the three rounds for the practicability of the functions affiliated to HR’s role as Collaborator in Taiwan corporate crisis management 105 Table 4.36: The rank order of the statistical results of the three rounds for the practicability of the functions affiliated to HR’s role as Advocate in Taiwan corporate crisis management 105 Table 4.37: The significance level of HR roles & functions in Taiwan corporate CM 115 Table 4.38: The practicability level of HR roles & functions in Taiwan corporate CM 117 LIST OF FIGURES Figure 2.1 Types of corporate crises 10 Figure 2.2 A model of crisis management 13 Figure 2.3 The five phases of crisis management 13 Figure 2.4 Crisis communication channel 15 Figure 2.5 The crisis management team 16 Figure 2.6 Functional organizational stakeholders 18 Figure 2.7 The OSP model (the key success factor and foundational components) 20 Figure 2.8 The OSP model (the four cornerstones of crisis survival) 23 Figure 2.9 A model of the HR-stakeholder value relationship 25 Figure 2.10 Benefits of a strategic partnership between HR and the business 27 Figure 2.11 Roles assumed by the HR function 29 Figure 3.1 Research framework 39 Figure 3.2 The procedures of the study 42

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