以永續系統觀點探討專案型組織人力資源發展策略

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Title:	以永續系統觀點探討專案型組織人力資源發展策略 A Study on HRD Strategies of Project-Based Organizations in Sustainable System
Authors:	周毓玲
Contributors:	企業實務管理數位碩士在職專班
Keywords:	專案型組織人力資源發展系統動態學學習型組織永續系統
Date:	2023
Issue Date:	2023-10-04 14:02:18 (UTC+8)
Abstract:	「專案型組織」在現行的組織型態中是一種常見結構，組織主觀績效與人才發展有密切的正向關連性，且專案型組織有期間限定，缺乏組織長期承諾的特性，在員工工作不穩定、組織缺乏承諾而不易讓員工產生歸屬感的情況下，員工長期留任專案型工作的意願不足，專案型組織長期缺乏人才的常態現象，進而影響組織永續發展；因此，本研究主要為探討人力資源發展策略，使組織能獲得朝向永續發展的因應對策。本研究以一家長期經營政府採購專案，營運規模具市場代表性之專案型組織為研究個案，以「成長上限」和「捨末逐末」系統基模為主要研究工具，歸納出專案型組織之因果環路圖，針對環路圖中各個變數間的互動關係設計訪談問卷，採半結構式訪談方式，並從中找出具影響性之增強環路和調節環路後，研擬因應對策建議，作為組織對症下藥之參考依據。本研究發現，專案型組織在人力資源方面可發展三個增強環路及三個調節環路，其中以「組織利潤」、「員工人數」、「組織執行能量」及「組織承接業務量」等變項組成之增強環路為影響性及發生可能性皆強的增強環路；影響性最強之調節環路則以「員工人數」、「組織執行能量」、「加班頻率」、「工作壓力」、「員工滿意度」及「離職率」等變項組成。所分析之研究結果，可作為研擬因應對策建議之依據，並導入永續經營之管理意涵，朝向善用成長環路、突破成長上限及避免捨本逐末的方向，組織得以因應人才流失問題，不斷創新突破，掌握永續經營之契機。 "Project-Based Organization" is a common structure in the current organizational types. The subjective performance of the organization is closely correlated with talent development, and project-based organizations are limited in duration and lack the characteristic of long-term organization commitment. In a situation where employees have unstable work and the organization lacks commitment, it is difficult for employees to develop a sense of belonging and willingness to continue working on project-based jobs. The long-term lack of talent in project-based organizations can further affect the organization's sustainable development. Therefore, this study aims to explore human resource development strategies to help the organization develop sustainable countermeasures. This study takes a project-based organization with market representative operation scale that has been involved in government procurement projects for a long time as the research case. Using the "growth ceiling" and "elimination of bad practices" system basic model as the main research tools, the causal loop diagram of the project-based organization is summarized. Design interview questionnaires based on the interaction between variables in the loop diagram and adopt a semi-structured interview method. After identifying the enhancing and regulatory loops with significant impacts, this study proposes corresponding countermeasure recommendations as a reference basis for the organization's targeted approaches. This study found that project-based organizations can develop three enhancing loops and three regulatory loops in terms of human resources. The enhancing loop composed of variables such as "organizational profit," "employee numbers," "organizational execution power," and "organization's business volume" has both strong impact and likelihood. The regulatory loop with the strongest impact is composed of variables such as "employee numbers," "organizational execution power," "overtime frequency," "work pressure," "employee satisfaction," and "turnover rate." The analyzed research findings can serve as a basis for proposing countermeasure recommendations and incorporating the management implications of sustainable development, moving towards the direction of utilizing growth loops, breaking through growth ceilings, and avoiding bad practices. The organization can cope with talent loss problems, constantly innovate and grasp opportunities for sustainable development.
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