委外(Outsourcing)是現今相當普遍且為實務界所接受。近幾年來，人力資源管理活動委外的風潮日益熱絡和受到重視，而教育訓練委外已是其普遍被使用的策略性工具之一。但是，學術上對於在教育訓練活動委外的探討並不多見，本研究主要目的即是以新竹科學園區區內之企業為調查主體，依據所取得企業訪談及問卷調查兩者皆有之40份新竹科學園區內廠商之樣本資料進行分析，以探索性的研究方式來瞭解「高科技產業教育訓練功能委外(Training outsourcing)的使用情形、使用原因、產生問題、影響結果和成功關鍵因素」。

從回收問卷發現教育訓練的普及性和教育訓練委外的普遍性。但是，教育訓練委外程度並不高，偏向自行辦理居多；而從各類別教育訓練委外程度，發現高科技產業對於專業教育訓練委外程度相對較高。針對研究假設1：不同的組織特性中，正職員工人數和營業額對教育訓練委外程度有顯著差異；組織特性中，正職員工人數和營業額對於教育訓練委外具有正向顯著影響，顯示組織規模小的樣本企業使用教育訓練委外程度越高；針對研究假設2：人力彈性運用程度（包括職能彈性、數量彈性及薪資彈性）對教育訓練委外程度具有正向顯著影響，尤其是職能彈性越高，教育訓練委外程度越高；針對研究假設3：教育訓練活動委外對組織績效(人事成本降低、員工生產力提升、公司獲利程度增加、產品創新件數增加、顧客滿意度提升及員工離職率降低)的影響，僅發現對人事成本降低具有正向顯著影響。

經由訪談結果發現高科技產業使用教育訓練委外的主要原因分別為缺乏專業的內部訓練講師(20.91%)、藉由外力來補強員工學習機會和經驗(20.91%)及取得公司所需的專業技術或知識(20.91%)；教育訓練委外所產生的問題，主要分別為活動內容不符合公司員工需求(19.15%)、講師因素(14.89%)、員工無法將所學應用至工作上(10.64%)；而在教育訓練委外中，人資人員所扮演的的角色主要是以行政事務的服務角色為主，雖然亦有扮演策略性的角色，但是在比例上是相對少數的，這意謂教育訓練委外在組織的重視程度仍然是比較低層次的工作；而認為教育訓練委外成功的關鍵因素分別為外部服務提供者的配合與專業(26.92%)、高階主管的支持(25.64%)、符合公司經營策略及目標(10.26%)、活動內容與員工或公司需求相符(10.26%)四項主要因素。

Nowadays, outsouring is quite popular and acceptable in business usage. In recent years, HR outsourcing has become a popular and known knowledge , and outsourcing on training is one of important strategies in HR outsourcing. However, the related academic research on the training outsourcing is as limited as a virgin field. Therefore, this study will evaluate if businesses use training outsourcing to achieve human resource flexibility and upgrade the organization performances, and to understand how the High-Tech Industry uses it and its affects . This study uses 40 data of Hsin-Chu Science-Based Industrial Park companies from both questionnaire form and interview survey in order to understand the usage status, usage reason, its problem and key successful factors of the training outsourcing on the High-Tech Industry.

From the returned questionnaires, we found that 100% of the companies implement “Training” and 95% of the companies take training outsourcing, but also found that the degree of training of outsourcing is not so popular as its usage status and most of companies prefer to do it by themselves. In addition, we also found that the demand degree of training outsourcing is much higher on the specific profession course than management and general training. The result shows the companies are required to use outside vendors for specific profession. According to the result of statistic analysis, we examine Hypothesis 1 and find the amount of staff and revenue are positive related with training outsourcing and are also positively affected , so it shows if the business scope is smaller, the degree of the training outsourcing will be higher. The result of Hypothesis 2, Human Resource Flexibility also positively affect the training outsourcing, especially the functional



flexibility which meant as the degree of Flexibility is higher, the degree of training outsourcing will be also higher. The result of Hypothesis 3, training outsourcing is only positively affected to the organizational performance of “ deducted Staff cost”.

According to the result of the interviews, we found the main reason that high-tech industry uses training outsourcing is due to lack of interior professional speaker; to strength the learning opportunity and experience of staffs to get-in the required professional skill and knowledge from the outside provider and to improve the competition ability; to improve the training quality and no specific department to take charge of training. The main problems for training outsourcing are the contents of training cannot match with the staff’s need, the factor of outside speaker and what the staff learned from outside course cannot practice on the jobs. The role of Human Resource people during outsourcing play the administration service role, and sometimes can also play the strategic role, but in just a few cases. So, the result shows the training outsourcing is not quite the important mission in a company and still in a low level job. The key factor to make outsourcing successful is the cooperation and profession from the outside vendor, the support of high-level manager, the contents to match with the business strategy and goal , and the contents can match with the need of staff and company.

高科技產業教育訓練功能委外之研究~以新竹科學園區為例
目 次
第一章 緒論
第一節 研究背景. P.01
第二節 研究動機 P.04
第三節 研究目的 P.07

第二章 文獻探討
第一節 高科技產業 P.08
第二節 教育訓練委外 P.10
第三節 人力資源彈性 P.19
第四節 組織績效 P.25

第三章 研究方法
第一節 研究資料來源 P.30
第二節 樣本特性分析 P.32
第三節 研究變項與操作型定義的衡量 P.34
第四節 資料分析方法 P.38
第五節 研究架構與假設 P.39

第四章 研究發現
第一節 教育訓練委外的使用情況及使用原因 P.41
第二節 教育訓練委外活動委外程度和委外的決定因素 P.48
第三節 教育訓練委外是否影響組織績效 P.55
第四節 教育訓練委外產生的問題及教育訓練委外人資人員扮演的角色 P.60
第五節 教育訓練委外成功的關鍵因素 P.67

第五章 結論與建議
第一節 研究結論 P.72
第二節 研究建議 P.80
第三節 研究限制 P.83
第四節 後續研究建議 P.84

參考文獻
中文部分 P.85
英文部分 P.89

附 錄
訪談表 P.01
訪談企業整理 P.02
訪談內容 P.04

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