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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：206 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.

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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