醫療保健產業的人力資源由多種類高度專業分工的人力所組成，各專業人才取得有其侷限性與特殊性，台灣各類型的醫療保健服務組織，都可能遇到不同程度人才取得困難的議題，由於高度的專業人力密集，員工薪資費用佔收入的比例較其他產業高出許多，使人力資源成為影響醫療保健組織財務績效和生存能力的重要因素。人力資源管理向來是企業價值活動的基本議題，不因產業類別而有所差異，差異在於人力資源管理所面對的挑戰不同、情境不同，也考驗人力資源管理架構與策略的彈性與適應性。
本研究採用個案研究法，以策略性人力資源管理的視角探討個案織發展過程，人力資源的策略與管理動態，因應組織發展做了什麼樣的調整、人力資源的動態管理與組織能力有什麼樣的關係、人力資源部門的作為所創造的價值表現為何。從過去的演變了解未來可能的因應之道，維繫組織的永續經營。
經過訪談結果分析以及文獻比對，得到以下結論：1.人力資源的動態管理影響組織能力以及人力資源的價值表現，同時發現事業體的主管與人力資源主管對於人力資源部門所創造的價值觀點不一致，可能與組織內流程與溝通不一致等問題有關。2.因應組織發展的需求採用不同的人力資源專業人才取得與強化策略，由於醫療保健產業人力資源專業人才稀少，取得與強化方式也因組織發展的需求而有不同的類型。3.個案的人力資源策略型態與動態發展與國際企業人力資源策略型態與發展路徑有一致性，並未因個案產業的特殊性而有所不同。4.個案的特殊性，跨領域經營人才的需求較同產業為多，人力資源管理需彈性調整，因應組織的發展需求，幫助具有高度專業知識的員工快速轉換學習不同領域的知識，以結合異質且多樣性的能力，因應需求亦有不同的人才取得與強化方法。

The human resources in the medical and healthcare industry are composed of various kinds of highly specialized human resources. The acquired professionals have their particular limitations and particularities. Assorted medical and healthcare organizations in Taiwan may encounter the topic of difficult acquisition of professionals to varying degrees. Due to a high concentration level of professional human resources, the proportion of employees’ salary expenses to the income of an organization is much higher than that of other industries, making human resources a vital factor affecting the financial performance and viability of medical and healthcare organizations. Human resource management has always been a basic topic of enterprise value activities. It does not vary according to industry categories. The differences lie in the different challenges and scenarios faced by human resource management. It also tests the flexibility and adaptability of human resources management framework and strategies.
This study adopts the method of the case study. From the perspective of strategic human resources management, it explores the development process of cases, the strategies and management dynamics of human resources, what adjustments have been made to respond to organizational development, the relationship between the dynamic management and organizational capabilities of human resources, and the value performance created by the actions of human resources departments. It aims to understand the possible future countermeasures from the past evolution, so as to maintain the sustainable operation of the organizations.
Through the analysis of interview results and literature comparison, the study has obtained the following conclusions: I. The dynamic management of human resources affects the organizational ability and the value performance of human resources. Meanwhile, the study has found that the managers of organizations and those of human resources have different viewpoints on the values as created by human resources department, which may be related to the inconsistent process and communication within the organization, among other issues. II. According to the needs of organizational development, it should adopt different strategies for acquiring and strengthening human resources professionals. Due to the scarcity of human resources professionals in the medical and healthcare industry, the ways of acquiring and strengthening them also have different types due to the needs of organizational development. III. The human resource strategy types and dynamic development of the cases are consistent with the human resources strategy types and development paths of international enterprises. They are not different due to the particularity of a case industry. IV. Due to the particularity of individual cases, the demand for cross-field management professionals is greater than that of the same industry. Human resources management needs to undergo flexible adjustment. According to the development needs of the organizations, employees with a high level of professional knowledge should be assisted to quickly adapt themselves and acquire knowledge in different fields, so as to combine heterogeneous and diversified abilities and have different methods of acquiring and strengthening professionals according to the needs.

論文審定書…………………………………………………………………………….i
誌謝…………………………………………………………………………………….ii
中文摘要……………………………………………………………………………….iii
英文摘要…………………………………………………………………………….…iv
第一章 緒論
第一節 研究背景……………………………………………………………………1
第二節 研究動機……………………………………………………………………2
第三節 研究目的……………………………………………………………………3
第四節 研究流程……………………………………………………………………4
第二章 文獻探討
第一節 人力資源動態管理…………………………………………………………5
第二節 組織動態能力…………………………………………………..…………11
第三節 人力資源部門的價值創造…………………………………………..……16
第三章 研究方法
第一節 研究架構…………………………………………………………………..19
第二節 資料蒐集與整理………………………………………………………..…20
第三節 資料分析………………………………………………………………..…27
第四章 研究結果
第一節 組織發展與人力資源部門發展動態………………………….….………28
第二節 人力資源動態管理…………………………………………….….………30
第三節 組織能力分析………………………………………………….….………49
第四節 人力資源動態管理與組織能力的關係……………………….….………63
第五節 人力資源部門的價值創造…………………………………….….………64
第五章 結論與建議
第一節 研究結論……………………………………………………………..……67
第二節 研究建議………………………………………………………………..…77
第三節 研究限制………………………………………………………………..…78
參考文獻………………………………………………………………………………79
附錄……………………………………………………………………………………83

中文文獻
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