請使用永久網址來引用或連結此文件: https://ah.nccu.edu.tw/handle/140.119/122296

題名: 中國互聯網產業人力資源管理者的勞動過程初探
The labour process of the HR managers of the Internet industry in China
作者: 譚卓睿
Tan, Zhuo-Rui
貢獻者: 劉梅君
Liu, Mei-Jun
Tan, Zhuo-Rui
關鍵詞: 人力資源管理者
HR managers
Labour process
The making-out game
Emotional labour
日期: 2019
上傳時間: 2019-02-12 15:50:17 (UTC+8)
摘要: 近年來,隨著全球化的不斷深入,無論是白領工人還是藍領工人都面臨著勞動條件惡化的問題,並引發了多次勞資爭議。這在互聯網行業中尤為突出。在一次次的勞資爭議當中,人力資源管理者往往被推向風口浪尖,他們的個人道德素養或專業性備受指責。然而,人力資源管理者並不是免受剝削的資本家的寵兒,與其他工人一樣,他們也是「趕工遊戲」中的一員。



In recent years, with the development of globalization, both white-collar workers and blue-collar workers are facing the deterioration of working conditions, which has caused a series of labour disputes. This phenomenon is particularly noticeable in the Internet industry. In almost every labor disputes, HR managers were always pushed to the center of the labour conflict, being accused of their personal qualities or professionalism. However, HR managers are not the darling of capitalists who can escape from the exploitation. Like other workers, they are also members of the "the making-out game".

So, what exactly make the HR manager being pushed to the forefront of labor conflicts? Traditional management research insists on the de-political feature of human resource management. Therefore, they analyze the competency an the role of HR managers during the labor conflicts, attributing class contradiction as a management issue. However, they neglect the class relations in labor conflicts. Thus, the labor process theory provides a good perspective to re-examine the social relations of hr managers in the labor process.

According to Marx, this thesis argues that the essence of human resources management is a kind of exploitative labor, which aims to assist capitalists to deprive of surplus value of the workers without compensation. Meanwhile, HR managers have become wage earners with the transformation of society. Capitalists purchase the labour force of HR managers for a certain period of time, but for a certain amount of labour. So, they deprive the labour of HR managers in the same methods for the exploitation productive workers. That is to say, HR managers are simultaneously in a dual relationship in exploiting and being exploited.

Therefore, by focusing on the Internet industry, the thesis attempts to use the theory of labor process to discuss the management control and resistance of HR managers during the social relations, as well as re-exam the subjective of them presenting in this process. Further more, I try to answer the questions why human resource managers are addicted to the making-out game and silently performing exploitation work for the capitalists.
參考文獻: 1.Abbott, A. (1988). The system of professions: An essay on the expert division of labor. Chicago, IL: University of Chicago Press.
2.Armstrong, M., & Taylor, S. (2014). Armstrong's handbook of human resource management practice. Kogan Page Publishers.
3.Armstrong, P. (1989). Management, Labour process and agency. Work, Employment and Society, 3(3): 307-322.
4.Arthur, J. B. (1994). Effects of human resource systems on manufacturing performance and turnover. Academy of Management journal, 37(3): 670-687.
5.Arthur, M. B., & Rousseau, D. M. (1996). The boundaryless career. Oxford University Press.
6.Arthur, M. B., Khapova, S. N., & Wilderom, C. P. (2005). Career success in a boundaryless career world. Journal of Organizational Behavior: The International Journal of Industrial, Occupational and Organizational Psychology and Behavior, 26(2): 177-202.
7.Ashforth, B. E., & Humphrey, R. H. (1995). Emotion in the workplace: A reappraisal. Human Relations, 48: 97-125.
8.Ball, K. (2010). Workplace surveillance: An overview. Labor History, 51(1):87-106.
9.Barrick, M. R., & Mount, M. K. (1991). The big five personality dimensions and job performance: a meta‐analysis. Personnel Psychology, 44:1–25.
10.Bowles, S., & Gintis, H. (2002). Social capital and community governance. The economic journal, 112(483): 419-436.
11.Branham, L. (2005). The seven hidden reasons employees leave. New York: AMACOM.
12.Brint S. (2001). Professions and the ‘knowledge economy’: Rethinking the theory of post-industrial society. Current Sociology 49(4): 101-132.
13.Burt, R. S. (2017). Structural holes versus network closure as social capital. in Social capital, 31-56. Routledge.
14.Caldwell, C., Truong, D., Linh, P., & Tuan, A. (2011). Strategic human resource management as ethical stewardship. Journal of Business Ethics, 98(1): 171-182.
15.Callaghan, G., & Thompson, P. (2002). ‘We recruit attitude’: the selection and shaping of routine call centre labour. Journal of Management Studies, 39(2): 233-254.
16.Clarke, C., Hope-Hailey, V., & Kelliher, C. (2007) Being real or really being someone else? Change, managers and emotion work. European Management Journal 25 (2): 92-103.
17.Coupland, C., Brown, A. D., Daniels, K., & Humphreys, M. (2008). Saying it with feeling: Analysable speakable emotions. Human Relations, 61: 327-352.
18.DeFillippi, R. J., & Arthur, M. B. (1994). The boundaryless career: A competency‐based perspective. Journal of organizational behavior, 15(4),: 307-324.
19.De Gama, N., McKenna, S., & Peticca-Harris, A. (2012). Ethics and HRM: Theoretical and conceptual analysis. Journal of Business Ethics, 111: 97–108.
20.Edwards, R. (1979). Contested terrain: The transformation of the workplace in the 20th century. Heinmann, London.
21.Ehrensal, K. N. (1995). Discourses of global competition: Obscuring the changing labour processes of managerial work. Journal of Organizational Change Management, 8(5): 5-16.
22.Evetts, J. (2003). The sociological analysis of professionalism. International Sociology, 18:395-415.
23.Evetts, J (2012). Similarities in contexts and theorising : Professionalism and inequality. Professions and Professionalism 2(2): 1-15.
24.Ewing, M.T., Pitt, L.F., de Bussy, N.M., & Berthon, P. (2002), “Employment branding in the knowledge economy”, International Journal of Advertising, 21: 3-22.
25.Ezzy, D. (1997). Subjectivity and the Labour Process: Conceptualising Good Work'. Sociology, 31(3): 427-444.
26.Fenner, G. H., & Renn, R. W. (2004). Technology‐assisted supplemental work: Construct definition and a research framework. Human Resource Management: Published in Cooperation with the School of Business Administration, The University of Michigan and in alliance with the Society of Human Resources Management, 43(2‐3): 179-200.
27.Forret, M. L., & Dougherty, T. W. (2004). Networking behaviors and career outcomes: differences for men and women?. Journal of Organizational Behavior: The International Journal of Industrial, Occupational and Organizational Psychology and Behavior, 25(3): 419-437.
28.Foote, D. & I. Robinson. (1999), ‘The Role of the Human Resources Manager: Strategist or Conscience of the Organization?’, Business Ethics: A European Review.8(2): 88–98.
29.Foote, D.(2001). ‘The Question of Ethical Hypocrisy in Human Resource Management in the U.K. and Irish Charity Sectors’, Journal of Business Ethics 34(1): 25–38.
30.Fournier V. (1999). The appeal to ‘professionalism’ as a disciplinary mechanism. Social Review 47(2): 280–307.
31.Grandey, A. A. (2000). Emotion regulation in the workplace: A new way to conceptualize emotional labor. Journal of Occupational Health Psychology, 5: 95-110.
32.Grey, C. (1994). Career as a project of the self and labour process discipline. Sociology, 28(2): 479-497.
33.Hales, C. (2002). ‘Bureaucracy‐lite’ and continuities in managerial work. British Journal of management, 13(1): 51-66.
34.Hall, D. T. (2004). The protean career: A quarter-century journey. Journal of vocational behavior, 65(1): 1-13.
35.Harris, F., & De Chernatony, L. (2001). Corporate branding and corporate brand performance. European Journal of marketing, 35(3/4): 441-456.
36.Hiillos, M.(2004). Personnel Managers and Crisis Situations: Emotion-handling Strategies. Helsinki: Swedish School of Economics and Business Administration
37.Hoschild, AR. (1983). The Managed Heart: Commercialization of Human Feeling. London: University of California Press.
38.Hoschild, AR. (1993). Preface. In Emotions in Organizations, edited by Stephen Fineman, ix-xiii. Newbury Park, CA: Sage Publications.
39.King, Z. (2004). Career self-management: Its nature, causes and consequences. Journal of vocational behavior, 65(1): 112-133.
40.Kubecová, J., & Rolínek, L. (2014). Evaluation of the Relationship between the Implementation of Business Process Management and the Flattening of Organizational Structures of Small and Medium-Sized Enterprises. Trends Economics and Management, 20: 37-46.
41.Kulik, C. T., Cregan, C., Metz, I., & Brown, M. (2009). HR managers as toxin handlers: The buffering effect of formalizing toxin handling responsibilities. Human Resource Management, 48: 695-716.
42.Lee, C. K. (1995). Engendering the worlds of labor: Women workers, labor markets, and production politics in the South China economic miracle. American Sociological Review: 378-397.
43.Legge, K. (1995). Introduction. in Human Resource Management: Rhetorics and Realities, xiii-xvii. Basingstoke: Macmillan.
44.Lemmergaard, J. & Muhr, S.L. (2012). Golfing with a murderer – Professional indifference and identity work in a Danish prison. Scandinavian Journal of Management, 28: 185–195.
45.Linehan, C., & O’Brien, E. (2016). From tell-tale signs to irreconcilable struggles: The value of emotion in exploring the ethical dilemmas of human resource professionals. Journal of Business Ethics. http://doi.org/10.1007/s10551-016-304
46.Lowry, D. (2006). HR managers as ethical decision-makers: Mapping the terrain. Asia Pacific Journal of Human Resources, 44: 171–183.
47.Mazmanian, M., Yates, J., & Orlikowski, W. (2006). Ubiquitous Email: Individual Experiences and Organizational Consequences of BlackBerry Use, in Proceedings of the 65th Annual Meeting of the Academy of Management , Atlanta GA.
48.McCann, L., Morris, J., & Hassard, J. (2008). Normalized intensity: The new labour process of middle management. Journal of Management Studies, 45(2): 343-371.
49.Michelacci, C., & Pijoan-Mas, J. (2007). The effects of labor market conditions on working time: The US-EU experience. CEMFI Working Paper. (Available at SSRN: https://ssrn.com/abstract=1136621, 2018.12.12).
50.Middleton, C. A. & Cukier, W. (2006) . Is mobile email functional or dysfunctional? Two perspectives on mobile email usage, European Journal of Information Systems, 15(3), 252–260.
51.O’Brien, E., & Linehan, C. 2010. A balancing act: Emotional challenges in the HR role. Journal of Management Studies, 51: 1257–1285.
52.Ogbonna, E. & Harris, L. C. (2014). Organizational cultural perpetuation: A case study of an English Premier League football club. British Journal of Management. 25(4): 667- 686.
53.Porter, M. E., & Kramer, M. R. (2011). The Big Idea: Creating Shared Value. How to reinvent capitalism—and unleash a wave of innovation and growth. Harvard Business Review. 89(1-2): 1-17.
54. Raelin, JA. (2011). The end of managerial control? Group & Organization Management 36: 135–160.
55.Rikowski, G. (1990). The recruitment process and labour power. Unpublished Paper, Division of Humanities & Modern Languages, Epping Forest College, Loughton.
56.Rose, N. (1990). Governing the enterprising self. The values of the enterprise culture: The moral debate, 141-164.
57.Ross, S. A. (1973). The economic theory of agency: The principal's problem. The American Economic Review, 63(2): 134-139.
58.Rowold, J., & Kauffeld, S. (2009). Effects of career-related continuous learning on competencies. Personnel Review, 38(1), 90–101.
59.Thompson, P. (2007). Making Capital: Strategic Dilemmas for HRM, in Bolton S., & Houlihan M. (eds), Searching for the Human in Human Resource Management: Theory, Practice and Workplace Connections, 81–99. London: Palgrave Macmillan.
60.Townsend, K. (2007). Recruitment, training and turnover: another call centre paradox. Personnel Review, 36(3): 476-490.
61.Sarkar S. (2015).Mayhem in the making: adividedsociety, protracted struggle, repressive overtoines, andanout-of-controlmob. https://doi.org/10.13140/RG.2.1. 496.9.0720.
62.Sartelli, E., & Kabat, M. (2014). Where did Braverman go wrong? A Marxist response to the politicist critiques. Cadernos EBAPE. BR, 12(4): 829-850.
63.Scott, J. C.(1985) Weapons of the Weak: Everyday Forms of Peasant Resistance. New Haven: Yale University Press.
64.Slater, R. R. (2001). Get Better or Get Beaten: 29 Leadership Secrets from GE's Jack Welch. Mc Graw-Hill Education.
65.Smith. C. R.(n.d.).The short overview of the labour process perspective and history of the International Labour Process Conference. (Available at: https://www.ilpc.org.uk/Portals/56/ilpc-docs/ILPC-Background.pdf, 2018.12.12.)
66.Smith, C., & Willmott, H. (1991). The new middle class and the labour process, in Smith, C., Knights D. & Willmott, H.(eds), White-Collar Work ,13-34. London: Palgrave Macmillan.
67.Teulings, A. W. (1985). The power of corporate management: the powerlessness of the manager. Economic and Industrial Democracy, 6(4): 403-434.
68.Ulrich, D. (1998). A new mandate for human resources. Harvard Business Review, Jan.-Feb.: 124-134.
69.Uncles M. & Moroko L. (2005). Employer Branding-the case for a multidisciplinary process related empirical investigation,in Sutar G. and Sweeney J.(eds) Broadening the boundaries, ANZMAC conference proceedings, 52–57. Perth, Australia.
70.UN. (n.d.). Decent work and the Sustainable Development Goals. Decent work.(Available at: https://www.ilo.org/global/topics/decent-work/lang--en/index.
htm, 2018.01.10.)
71.Van Burren H., Greenwood M., & Sheehan C. (2011). Strategic human resource management and the decline of employee focus. Human Resource Management Review, 21: 209-219
72.Van Gramberg, B. & Teicher, J. (2006). Managing neutrality and impartiality in workplace conflict resolution: The dilemma of the HR manager. Asia Pacific Journal of Human Resources,44(2): 197–210.
73.Venkatesh, A., & Vitalari, N. P. (1992). An emerging distributed work arrangement: An investigation of computer-based supplemental work at home. Management Science, 38(12): 1687-1706.
74.Watts, A.G. (1996). Toward a policy for lifelong career development: a transatlantic perspective. Career Development Quarterly,45: 41–53.
75.Watson, TJ. (2008). Managing identity: Identity work, personal predicaments and structural circumstances. Organization 15 (1): 121-143.
76.Willmott, H. C. (1984). Images and ideals of managerial work: a critical examination of conceptual and empirical accounts. Journal of Management Studies, 21(3): 349-368.
77.Willmott, H. (1997). Rethinking management and managerial work: Capitalism, control, and subjectivity. Human Relations, 50(11): 1329-1359.
78.Windolf, P. (1986). Recruitment, selection, and internal labour markets in Britain and Germany. Organization Studies, 7(3): 235-254.
79.Worrall, L., Mather, K., & Cooper, C. L. (2016). The changing nature of professional and managerial work: issues and challenges from an empirical study of the UK. in Wilkinson. A., Hislop. D. & Coupland C.(ed). Perspectives on contemporary professional work: Challenges and experiences, 60-85. Northampton: Edward Elgar.
80.Winkler, I. (2016). Identity work and emotions: A review. International Journal of Management Reviews, https://doi.org/10.1111/ijmr.12119.
81.C·萊特·米爾斯(2016)。 白領: 美國的中產階級(周曉虹譯)。 南京:南京大學出版社(原著出版年:1951)。
84.中國國家統計局。2017。中華人民共和國國民經濟行業分類(GB/T 4754-2017)。(來源:http://www.stats.gov.cn/tjsj/tjbz/201709/t20170929_1539288.html,2019.01.10)。
86.王忠軍、龍立榮(2009)。 員工的職業成功:社會資本的影響機制與解釋效力。 管理評論,8:30-39。
87.王忠軍、溫琳、龍立榮(2015)。 無邊界職業生涯研究:二十年回顧與展望。 心理科學,38(1): 243-248。
88.王春勝、 婁季春(2014)。 人力資源管理。 臺北:元華文創。
89.王敏(2018)。 人力资源三支柱模型视角下的我国人力资源管理现状分析。 中國集體經濟, 13:128-129。
90.王曉暉(2016)。 勞動過程核心理論:批判和回應。 貴州大學學報(社會科學版),34(04):107-111。
91.卡爾·馬克思(2004)。 資本論(第二版)(中共中央馬克思恩格斯列寧史達林著作編譯局譯)。 北京:人民出版社(原著出版年:1867年)。
93.林南(2005)。社會資本理論與研究簡介。 社會科學論叢,1(1):1-32。
94.米歇爾·傅柯(2003)。 規訓與懲罰(劉北成、楊遠嬰譯)。 上海:三聯書店(原著出版年:1975)。
95.呂翠玲(1999)。 女性銀行員勞動過程之研究。未出版之碩士論文。勞工研究所。國立政治大學。台北。
96.何明潔 (2009)。 勞動與姐妹分化——「和記」生產政體個案研究。 社會學研究,2:149-176。
97.吳紅梅(2009)。 企業人力資源管理專業人員的倫理困境與對策。 道德與文明,1:104-107。
98.余雲珠(2016)。 基於企業角度的企業家個人品牌塑造。 湖北經濟學院學報 (人文社會科學版),1:60-62。
99.彼得·德魯克(2009)。 管理的實踐(齊若蘭譯)。 北京:機械工業出版社(原著出版年:1954年)。
100.周文霞、孫健敏(2010)。 中國情境下職業成功觀的內容與結構。 中國人民大學學報,3:124-133。
102.周瀟(2007)。 關係霸權: 對建築工地勞動過程的一項田野研究。未出版之碩士論文。清華大學。社會學系。北京。
103.哈里·布雷弗曼(1978)。 勞動與壟斷資本(方生等譯)。 北京: 商務印書館(原著出版年:1974)。
104.保羅·威利斯(2013)。學做工:工人階級子弟為何繼承父業(秘舒、凌旻華譯)。 南京:譯林出版社(原著出版年:1977)。
105.宮火良、 張慧英(2006)。 工作家庭衝突研究綜述。心理科學, 1:124-126。
106.梁萌(2016)。技術變遷視角下的勞動過程研究——以互聯網虛擬團隊為例。社會學研究,2: 82-101。
107.唐斕(2016)。58同城被爆實行996 公司回應稱不會強制執行。(來源: http://www.xinhuanet.com//fortune/2016-09/02/c_129266753.htm,2018.12.12)。
108.莊家熾(2018)。 從被管理的手到被管理的心——勞動過程視野下的加班研究。社會學研究,33(03):74-91。
109.胡鞍鋼(2002)。 世界上最大的就业战争正在中国打响。(來源:http://business.sohu.com/69/79/article203217969.shtml,2018.06.19)。
112.常凱(2013)。 勞動關係的集體化轉型與政府勞工政策的完善。中國社會科學,6:91-108。
114.莊文嘉(2013)。 「調解優先」能緩解集體性勞動爭議嗎?——基於1999-2011年省際面板數據的實證檢驗。 社會學研究,28(05):145-171。
115.傅明雅(2005)。 TVBS電視台員工勞動過程之分析。未出版之碩士論文。社會與文化研究所。國立交通大學。台北。
116.郭育誠(2010)。 失衡的控制:評鑑制度對大學教師勞動過程的影響。未出版之碩士論文。勞工研究所。國立政治大學。台北。
117.陳怡君(2012)。 舞台或監獄:從 YouTube 看網路素人的線上自我展演與線下勞動過程。未出版之碩士論文。傳播管理研究所。國立中山大學。高雄。
118.陳佳貴(2009)。經濟藍皮書 。北京:中國社會科學文獻出版社。
119.陳紫嫣(2015)。騰訊員工散步時猝死 同事指加班過勞導致。南方都市報。(來源:http://epaper.oeeee.com/epaper/H/html/2015-12/18/content_22971.htm,2019.01.10)。
121.葉穎蓉、羅詩瑋、許瑋筠、李函俞(2013)。 整合式行動通訊裝置對員工工作生活品質的影響。行政院國家科學委員會專題研究計畫期末報告(計畫編號: NSC 101-2410-H-011-012- )。 臺北:國立臺灣科技大學。
124.蔡禾(2017)。 中國勞動力動態調查2017年報告公佈解讀。(來源:http://www.wenshubang.com/diaochabaogao/38741.html,2018.12.02)。
128.劉寧、張正堂(2006)。 無邊界職業生涯時代職業成功的評價標準。 經濟管理,9:66-70。
129.劉寧(2007)。 社會網路對企業管理人員職業生涯成功影響的實證研究。 南開管理評論,6:69-77。
130.潘毅(1999)。 開創一種抵抗的次文體:工廠裏一位女工的尖叫, 夢魘和叛離。 社會學研究,5(1):11-22。
131.鮑爾斯、季亭士(1989)。 資本主義美國的學校教育:教育改革與經濟生活的矛盾(李錦旭譯)。 臺北:桂冠(原著出版年:1976)。
132.薛筱凡(2008)。現代企業的企業家品牌管理。 未出版之碩士論文。 北京郵電大學。 工商管理。 北京。
133.鄭日強(2015)。 強化與變異:網路社會中的 「全景敞視」。 社會學評論, 3(04): 81-88。
134.謝富勝(2007)。 資本主義的勞動過程:從福特主義向後福特主義轉變。 中國人民大學學報,21(2): 64-70。
135.謝富勝、李鐘瑾(2013)。 主體性與勞動過程研究的後現代轉向。 教學與研究,5:31-38。
136.邁克爾·布洛維(2005)。 製造甘願: 壟斷資本主義勞動過程的歷史變遷(林宗弘譯)。 臺北:群學出版公司(原著出版年:1979)。
137.羅莎貝·摩絲·肯特(2008)。 公司男女(Nakao Eki譯)。 臺北:群學(原著出版年:1977)。
描述: 碩士
資料來源: http://thesis.lib.nccu.edu.tw/record/#G0104262025
資料類型: thesis
顯示於類別:[勞工研究所] 學位論文


檔案 描述 大小格式瀏覽次數
202501.pdf1461KbAdobe PDF364檢視/開啟


社群 sharing