ABSTRACT
Non-standard work arrangements, such as part-time work, contract work and dispatched work had been recognized as one of the strategies to increase firms’ flexibility and competitive advantage. Recently, the needs of dispatched workers were booming in Taiwan. Besides, the government had categorized dispatching services into one of the twelve industries targeted for current stage of service sector development. Nonetheless, there were few studies on the issues of dispatched work, say nothing of the performance of dispatched workers. This research wanted to study the needs of improving working effectiveness of dispatched workers and possibility for enterprise to increase the further use of dispatched workers in the future. To understand the content of dispatching services, researcher reviewed the related literature of the background of dispatched work, and then developed the purposes of this research based on the collected information.
This research conducted the qualitative method with in-depth interview to find out the condition of using dispatched workers in client companies and other related issues. A questionnaire was developed and used for in-deep interviewing and collecting research data. There were six interviewees from three kinds of industries, which included financial insurance, information and private security industries, and one non-profit organization.
The conclusions of this study were as follows: 1. The financial and insurance industry was the one which adopted the most use of dispatched workers. 2. Most client companies used dispatched workers to do administrative jobs. 3. The information industry was the one with possibility to use dispatched workers on more professional jobs. 4. Most client companies did evaluations on the working effectiveness of dispatched workers; however, they didn’t think it’s necessary. 5. Most directors in client companies believed that the trend of dispatching services would be positive. 6. The financial and insurance industry was less likely to consider the further use of dispatched workers. 7. There were opportunities for dispatched workers to become permanent employees in most of the client companies. 8. Most directors in client companies were not sure of the definition of dispatched workers. 9. Most companies interviewed dispatched workers by themselves.

ABSTRACT
Non-standard work arrangements, such as part-time work, contract work and dispatched work had been recognized as one of the strategies to increase firms’ flexibility and competitive advantage. Recently, the needs of dispatched workers were booming in Taiwan. Besides, the government had categorized dispatching services into one of the twelve industries targeted for current stage of service sector development. Nonetheless, there were few studies on the issues of dispatched work, say nothing of the performance of dispatched workers. This research wanted to study the needs of improving working effectiveness of dispatched workers and possibility for enterprise to increase the further use of dispatched workers in the future. To understand the content of dispatching services, researcher reviewed the related literature of the background of dispatched work, and then developed the purposes of this research based on the collected information.
This research conducted the qualitative method with in-depth interview to find out the condition of using dispatched workers in client companies and other related issues. A questionnaire was developed and used for in-deep interviewing and collecting research data. There were six interviewees from three kinds of industries, which included financial insurance, information and private security industries, and one non-profit organization.
The conclusions of this study were as follows: 1. The financial and insurance industry was the one which adopted the most use of dispatched workers. 2. Most client companies used dispatched workers to do administrative jobs. 3. The information industry was the one with possibility to use dispatched workers on more professional jobs. 4. Most client companies did evaluations on the working effectiveness of dispatched workers; however, they didn’t think it’s necessary. 5. Most directors in client companies believed that the trend of dispatching services would be positive. 6. The financial and insurance industry was less likely to consider the further use of dispatched workers. 7. There were opportunities for dispatched workers to become permanent employees in most of the client companies. 8. Most directors in client companies were not sure of the definition of dispatched workers. 9. Most companies interviewed dispatched workers by themselves.

REFERENCES
Anne, E. P. & Jay, S. (1996, October). Contingent and alternative work arrangements, defined. Monthly Labor Review, 119, 3-9.

Allison, T. (1995, Spring). The contingent workforce. Occupational Outlook Quarterly, 39(1), 45-48.

Arne, L. K. (2000). Nonstandard Employment Relations: Part-time, Temporary and Contract Work. Annual Review of Sociology, 26(1), 341-365.

Carroll, L. (2002, March). HR takes charge of contingent staffing. Workforce, 81(3), 50-53.

Donna, S. R. (1996, October). Entry into and consequences of nonstandard work arrangements. Monthly Labor Review, 119, 76-83.

David, A. F. (2004).Temporary workers: Managing the problem of unscheduled turnover. Management Decision, 42(7/8), 963.

Eul-Kyoo, B. (2006). Major elements and issues in performance management system: A literature review. Paper presented at the Academy of Human Resource Development International Conference (AHRD), Columbus, OH.

Foote, D.A. & Folta, T.B. (2002). Temporary workers as real options. Human Resource Management Review, 12(4), 579-597.

John, G.. (1998, January). Labor pains: hiring flexible workers-includes related article on independent contractors, CFO: Magazine for Senior Financial Executives. Retrieved November 6, 2006 from http://findarticles.com/p/articles/mi_m3870/is_n1_v14/ai_20785932

Julia, C. & John, B. (2002, December). In search of flexibility: Implications for temporary agency workers and human resource management. Australian Bulletin of Labour, 28(4), 272.

James, W. B, Michael, G. G., & Christopher, P. N. (2002). Who goes? Who cares? Who stays? Who wants to? The role of contingent workers and corporate layoff practices. Journal of Managerial Psychology, 17(4), 298-315.

Johnson, B. & Christensen, L. (2004). Educational research. (2nd ed.). USA: Person.

Kevin,W., Damian,G., Jill,R., & Huw, B. (2001). Dilemmas in the management of temporary work agency staff. Human Resource Management Journal, 11(4), 3-21.

Linda, D. (1999, November). Maximize the return on temp staff investments. Workforce, 78, 58-61.

Lars, W. M. (2005). Temporary agency work, the changing employment relationship and its impact on human resource management. Management Revue. 16(3), 370.

Mary, M. & Joanne, D. (2000). Managers and professionals in the contingent workforce. Human Resource Management Journal, 10, 33-47.

Marisa, D. (2001,March). Characteristics of and preference for alternative work arrangements. Monthly Labor Review, 124, 28-49.

McGovern, M. & Russell. D. (2001). A new brand of expertise. How independent consultants, free agents, and interim managers are transforming the world of work. New York, NY: Butterworth-Heineman Publishing.

Nick, P. B. & James, W. T. (2003). Effective training systems, strategies, and practices (2nd ed.). USA: Pearson.

Rich, M. (1999). The changing temporary work force: Managerial, Professional, and technical workers in the personal supply services industry-includes temporary employment statistics, Occupational Outlook Quarterly. Retrieved November 6, 2006 from http://findarticles.com/p/articles/mi_m1155/is_1_43/ai_54153027/pg_6

Ruth, E. & Thaler, C. (1999, June). Euro-temping-includes related articles on temporary employment – increased temporary employees in Europe, HR Magazine. Retrieved November 6, 2006 from http://findarticles.com/p/articles/mi_m3495/is_6_44/ai_54994214

Rhoades, L., Eisenberger, R. & Armeli, S. (2001). Affective commitment to the organization: the contribution of perceived organizational support. Journal of Applied Psychology, 86(5), 825-836.

Edie, R. & Eileen, A. (1997, Winter). Nonstandard work arrangements: A challenge for workers and labor unions. Social Policy, 28(2), 31-36.

Steven, H. (2001, March). Contingent work in the late-1990s, Monthly Labor Review. Retrieved November 3, 2005 from
http://www.bls.gov/opub/mlr/2001/03/art1full.pdf

Taylor, P. J. & Pierce, J. L. (1999). Effects of introducing a performance management system on employees' subsequent attitudes and effort. Public Personnel Management, 28(3), 423-452.

Venkat, B., Stephen, L. M., Judith, W. Tansky. & Max, M. F. (2003). Nonstandard employment arrangements: A proposed typology and policy planning framework. Human Resource Planning, 26(1), 24-40.

Occupational Outlook Quarterly. (2000). Future work- Trends and challenges for work in the 21st century, An adapted excerpt from a U.S. Department of Labor report. Retrieved November 3, 2005 from
http://www.bls.gov/opub/ooq/2000/Summer/art04.pdf

Chinese

湯曉霖 ( 2001 ) 。 對抗不景氣 ，人力派遣市場前景可期 。 錢雜誌 ，182，58 - 61。

廖晟堃 ( 2004 ) 。 勞動力彈性運用與管理 — 人力派遣 。 研習論壇 ，46，31- 36。

李元隆 ( 2000 ) 。 台灣人才派遣業現況之研究 — 以日本人才派遣業為比較基礎。國立中山大學人力資源管理研究所碩士論文，未出版，高雄。

許慈倩 ( 2003 ) 。 人力派遣 — 二十一世紀工作的新主流 。 震旦月刊 ，381。
取自 http://www.aurora.com.tw/Contents/381-1-1.htm。

行政院勞工委員會 ( 2004 ) 。 人力派遣服務業發展綱領及行動方案 。 台北 ： 行政院勞工委員會。

張嘉惠 ( 2004 ) 。 派遣在管理制度中實踐的優勢 。 載於楊朝安 ( 主編 ) ， 人力派遣大革命 ， 171-179 。 台北 ： 才庫人力資源事業群 。

成之約 ( 1998 ) 。 淺論「派遣勞動」及其對勞資關係的影響 。 就業與訓練 ，16(6)，4。

蔡博全 ( 2000 ) 。 國內人力派遣業制度運作及人力資源管理實務之探討 — 以美國相關產業為對比 。 國立中山大學人力資源管理研究所碩士論文，未出版，高雄。

楊朝安 ( 主編 ) ( 2004 ) 。 人力派遣大革命 。 台北 ： 才庫人力資源事業群 。

104人才派遣中心 。 淺談人才派遣 。 2006年9月6日取自
http://www.104temp.com.tw/article/article_list.jsp?source=temp&article_type=1#