NPO Human Resource Management Strategies Applied in the Public Sector--With the Recruitment Center of the ROC Armed Forces as an example

碩士 === 南華大學 === 非營利事業管理研究所 === 97 ===   The military is a strictly-structured hierarchical organization. High-quality personnel and well-rounded human resource management mechanism are imperative for effective execution of combat missions. In 1999, the ROC Ministry of National Defense established th...

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Bibliographic Details
Main Authors: Tsu-yao Ho, 何祖耀
Other Authors: Chen-shiuen Wang
Format: Others
Language:zh-TW
Published: 2009
Online Access:http://ndltd.ncl.edu.tw/handle/20777373209915624289
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Summary:碩士 === 南華大學 === 非營利事業管理研究所 === 97 ===   The military is a strictly-structured hierarchical organization. High-quality personnel and well-rounded human resource management mechanism are imperative for effective execution of combat missions. In 1999, the ROC Ministry of National Defense established the Recruitment Center to integrate recruitment resources and attract fine talents into the military. The recruitment system, however, is receiving impact from the recent policy of transforming the military into an all volunteer force. The demographical trend shows an expected decline of youngsters eligible for military service. The effectiveness of the Recruitment Center therefore stands to be a critical factor in maintaining overall warfighting capabilities.      It is a well-known fact that the U.S. military has an effective system for recruitment, promotion, training & education, benefits, payroll and pension. This has been a major incentive for recruiting young talents, an enabler for enhancing human capital, and an engine for strengthening organizational efficiency. As for the ROC, the policy of building an all volunteer force will require specific human resource development plans. The investment on human capital and the benefit programs should both observe stringently the rule of law instead of just following administrative proclamations, which lack legal foundation and clear orientations. More importantly, a "strategic" human resource management system should be developed with commissioning policies and human resource strategies at the base, so that a superior force structure can be achieved.      The study on human resource management is usually focused on the industries with a relative lack of interests in the public sector, especially in the military recruitment. This paper attempts to infuse the concepts of the NPO and SOP, which the ROC military has been enforcing, into the Recruitment Center and examines the effect of the two concepts on military organization and recruitment process in an effort to broaden the access to high-quality human resources.