自Ulrich (1997)揭露出派駐於單位或部門的人力資源專業者(即本研究所指之人力資源客服代表)應負擔策略夥伴的責任後，國內外已有許多企業導入人資客服代表制度。但由於人資客服代表為人資部門組織發展而產生之新職位，且此職位比以往人資從業人員須執行更複雜之任務，並扮演多元之角色。因此本研究希望由控制理論之觀點出發，透過投入、流程、及產出控制，探討在人資客服代表職位之管控上最適宜之標準及方法為何。 本次研究採質性之多重個案訪談法進行分析研究，共訪談七家已導入人資客服代表制度之知名企業。研究結果發現，導入人資客服代表制度時間長短、被服務單位面對產業之特性及客服代表招募來源都會影響對人資客服代表之管控標準及方法；同時亦發現人資客服代表較適合採投入控制，而較不適宜採直接監督方式進行流程管控，並應採多元化之產出管控較佳。而目前人資客服代表正式之管控職權雖仍在人資部門，但仍應同時追求人資部門及被服務單位之目標達成，以達成其服務之目的，因此在管控時亦應根據兩方之目標來設計其標準。 Since Dave Ulrich (1997) had exposed human resource professionals working at serviced department ( HR Account Officer) should account for being strategic partner, many enterprises adopted HR Account Service. HR Account Officer is a new position that is generated from HR departmental development. HR Account Officer need to execute more complicated tasks and perform diversely roles at the same time. Hence, how to manage and control this new position, HR Account Officer would be a critical problem. The paper tried to probe the proper management and control criteria and methods for HR Account Officer. Multiple case studies as qualitative study were adopted. Through interviewing seven enterprises, there are some findings including the length of period enterprises had adopted HR Account Officer, industry characteristics, and resources of recruitment would influence the management and control criteria and methods for HR Account Officer. Results also reveal that it is suitable to use high input control, multiple index for output control, and not suitable for supervising HR Account Officer directly as process control. Although HR Account Officers are commonly under the authority of human resource department, in order to provide best HR service, they should pursue human resource and serviced departmental goals. And the management and control criteria and methods for HR Account Officer should be set based on two departmental goals.
