2006 年 6 月 5 日（一）

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APPENDIX A: THE DELPHI INSTRUMENT FOR ROUND 1 -- PART 1 AND 2 Part 1: Roles that HR professionals play in Taiwan corporate crisis management

Roles Descriptions of the Roles Significance Low Æ High 1 2 3 4 5

Practicability Low Æ High 1 2 3 4 5 A.Change agent This role entitles HR to lead

the change by detecting

problems, helping set an agenda for the future and keeping the pressure on the business for responding to change.

□ □ □ □ □ □ □ □ □ □

B. Employee champion

This role empowers HR to provide information, EAP services, and training and development programs to update employees’ capabilities of responding to changes as well as benefit packages. HR develops employees’ loyalty and credibility toward the organization by listening, respecting, and being trustworthy.

□ □ □ □ □ □ □ □ □ □

C.Administrative expert

This role requires mastery of not only reengineering process, but rethinking value creation in the process of dealing with crises by HR professionals.

□ □ □ □ □ □ □ □ □ □

D. Collaborator This role expects HR to collaborate with line managers and all employees in

implementing scenario planning and the written guideline for CM.

□ □ □ □ □ □ □ □ □ □

E. Advocate This role allows the HR to be an instigator of the strategic

□ □ □ □ □ □ □ □ □ □

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planning process for crises, a proponent of its virtues, and a driving force in its successful conclusion.

Part 2: Functions that HR professionals paly in Taiwan Corporate Crissi Management

Descriptions of the Functions Significance Practicability

A. Change Agent Low Æ High

1 2 3 4 5

Low Æ High 1 2 3 4 5 1.To prepare a written guideline for crisis

management throughout the organization.

□ □ □ □ □ □ □ □ □ □

2. To lead the discussion of the future of the organization’s workforce.

□ □ □ □ □ □ □ □ □ □

3. To utilize the scenario planning to help plan for unexpected events.

□ □ □ □ □ □ □ □ □ □

4. To launch a formal Employee Crisis Support Team.

□ □ □ □ □ □ □ □ □ □

5. To review organizational policies and programs related to crisis management.

□ □ □ □ □ □ □ □ □ □

6. To keep alert to the changes in the social environment and the organization personnel.

□ □ □ □ □ □ □ □ □ □

B. Employee Champion Significance Low Æ High

1 2 3 4 5

Practicability Low Æ High 1 2 3 4 5 1. To develop and deploy a Family Crisis

Support Program.

□ □ □ □ □ □ □ □ □ □

2. To establish an online page with

information about employee benefits and other employee-related policies and programs.

□ □ □ □ □ □ □ □ □ □

3. To promote trustful and prepared

leadership throughout the organization to help reassure employees of their safety.

□ □ □ □ □ □ □ □ □ □

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4. To educate the management and the line managers to effectively deal with stress and pressures when confronted.

□ □ □ □ □ □ □ □ □ □

5. To frequently update company news about the status of the recovery efforts in order to squash rumors and reassure employees by communicating with the workforce about company’s readiness and preparedness.

□ □ □ □ □ □ □ □ □ □

6. To set up and moderate a message board, where employees have a chance to discuss among themselves their feelings of grief and loss, and to share ideas about how they can help others.

□ □ □ □ □ □ □ □ □ □

7. To provide some closure, like putting out a special internal magazine, highlighting what employees have done to cope with the crisis, and recognizing their contribution.

□ □ □ □ □ □ □ □ □ □

C. Administartive Expert Significance Low Æ High

1 2 3 4 5

Practicability Low Æ High 1 2 3 4 5 1. To develop an advance plan for tracking

and locating the company’s employees in a disaster.

□ □ □ □ □ □ □ □ □ □

2. To develop an advance plan for re- establishing contact with victim employees’ families and survivors.

□ □ □ □ □ □ □ □ □ □

3. To stay abreast of all the latest multimedia communications gadgets for getting the company’s message out.

□ □ □ □ □ □ □ □ □ □

4. To help locate missing employees and make a list of confirmed employees and survivors.

□ □ □ □ □ □ □ □ □ □

5. To periodically review and revise the crisis management guidelines and its procedures.

□ □ □ □ □ □ □ □ □ □

6. To evaluate the effectiveness and efficiency of the crisis management team after a

□ □ □ □ □ □ □ □ □ □

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crisis.

D. Collaborator Significance

Low Æ High 1 2 3 4 5

Practicability Low Æ High 1 2 3 4 5 1. To work with managers of all departments

to select employees more resilient and assign them to be in responsible for crisis management and disaster recovery.

□ □ □ □ □ □ □ □ □ □

2. To work with managers of all departments to screen employees with high risks and prioritize them for support and monitoring observation and counseling.

□ □ □ □ □ □ □ □ □ □

3. To help prepare cross-department

emergency response / business continuity teams for a disaster event.

□ □ □ □ □ □ □ □ □ □

4. To work with the cross-department CM team to have the crisis mocks and drill the task assignments.

□ □ □ □ □ □ □ □ □ □

5. To work with IT to create an emergency website and a mechanism of crisis

communication that will be ready for quick launch.

□ □ □ □ □ □ □ □ □ □

6. To work with PR to increase the

identification and organizational image from both internal and external

stakeholders.

□ □ □ □ □ □ □ □ □ □

E.Advocates Significance

Low Æ High 1 2 3 4 5

Practicability Low Æ High 1 2 3 4 5 1. To design and deploy crisis awareness

programs across the organization.

□ □ □ □ □ □ □ □ □ □

2. To campaign the importance and

appropriateness of organizational culture in organizational transformation and crisis management.

□ □ □ □ □ □ □ □ □ □

3. To help promote and organize the CM team □ □ □ □ □ □ □ □ □ □

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and business continuity team.

4. To promote and deploy crisis-specific succession planning.

□ □ □ □ □ □ □ □ □ □

5. To promote the importance of housing HR records in another geographic location.

□ □ □ □ □ □ □ □ □ □

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APPENDIX B: THE DELPHI INSTRUMENT FOR ROUND 2 -- PART 1 AND 2 Part 1: Roles that HR professionals play in Taiwan corporate crisis management

Practicability Low Æ High 1 2 3 4 5

□ □ □ □ □ □ □ □ □ □ Last response： Last response：

A.Change agent This role entitles HR to lead the change by detecting

Mode: 5 Mode: 4

Reason: Mean: 4.39 Mean: 3.22

Mode: 5 Mode: 4 B. Employee

champion

Reason:

Mean: 4.50 Mean:4.22

□ □ □ □ □ □ □ □ □ □ Last response: Last response:

Mode: 4 Mode: 4

Reason: Mean:3.94 Mean: 3.72

Mode: 5 Mode: 4 D. Collaborator This role expects HR to

collaborate with line managers and all employees in

implementing scenario

planning and the written Mean: 4.50 Mean: 3.72

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guideline for CM.

Reason:

E. Advocate This role allows the HR to be an instigator of the strategic planning process for crises, a proponent of its virtues, and a driving force in its successful conclusion.

Mode: 3 Mode: 3

Reason: Mean: 3.61 Mean: 3.06

1 2 3 4 5

Low Æ High 1 2 3 4 5

□ □ □ □ □ □ □ □ □ □

Last response: Last response:

1.To prepare a written guideline for crisis management throughout the organization.

Mode: 5 Mode: 5

Reason: Mean: 4.28 Mean: 3.94

□ □ □ □ □ □ □ □ □ □

Mode: 4 Mode: 3

Reason: Mean: 3.83 Mean: 3. 11

□ □ □ □ □ □ □ □ □ □

Mode: 4 Mode: 3

□ □ □ □ □ □ □ □ □ □

Mode: 4 Mode: 4

Reason: Mean:3.94 Mean: 3.67

□ □ □ □ □ □ □ □ □ □

5. To review organizational policies and

programs related to crisis management. Last response: Last response:

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Mode: 4 Mode: 4

□ □ □ □ □ □ □ □ □ □

Mode: 5 Mode: 4

7. To suggest proper organizational transformations according to the

organizational operating strategy and the environment. （New function）

□ □ □ □ □ □ □ □ □ □

1 2 3 4 5

Practicability Low Æ High 1 2 3 4 5

□ □ □ □ □ □ □ □ □ □

1. To develop and deploy a Family Crisis Support Program.

Mode: 5 Mode: 3

□ □ □ □ □ □ □ □ □ □

Mode: 4 Mode: 4

Reason: Mean: 4 Mean: 4.00

□ □ □ □ □ □ □ □ □ □

leadership throughout the organization to

help reassure employees of their safety. Mode: 3 Mode: 4

□ □ □ □ □ □ □ □ □ □

4. To educate the management and the line managers to effectively deal with stress and

pressures when confronted. Mode: 5 Mode: 3

□ □ □ □ □ □ □ □ □ □

Mode: 4 Mode: 5

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□ □ □ □ □ □ □ □ □ □

Mode: 4 Mode: 4

□ □ □ □ □ □ □ □ □ □

Mode: 4 Mode: 4

Reason: Mean: 3.59 Mean: 3.72

8. To set an annual week or month of CM and hold CM drills. （New function）

□ □ □ □ □ □ □ □ □ □

9. To invite the CEO or chief director to communicate with the workforce about the company’s mission, strategy, readiness and preparedness faceto face or through papers.

（New function）

□ □ □ □ □ □ □ □ □ □

1 2 3 4 5

□ □ □ □ □ □ □ □ □ □

1. To develop an advance plan for tracking and locating the company’s employees in a disaster.

Mode: 5 Mode: 4

Reason: Mean: 4.17 Mean: 3.94

□ □ □ □ □ □ □ □ □ □

2. To develop an advance plan for re- establishing contact with victim

employees’ families and survivors. Mode: 5 Mode: 4

Reason: Mean: 4.28 Mean: 4.11

□ □ □ □ □ □ □ □ □ □

3. To stay abreast of all the latest multimedia communications gadgets for getting the

company’s message out. Mode: 4 Mode: 4

□ □ □ □ □ □ □ □ □ □

4. To help locate missing employees and

make a list of confirmed employees and Last response: Last response:

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survivors. Mode: 5 Mode: 4

□ □ □ □ □ □ □ □ □ □

Mode: 5 Mode: 4

Reason: Mean: 4.39 Mean:4.33

□ □ □ □ □ □ □ □ □ □

crisis. Mode：4 Mode：4

Reason: Mean: 4.22 Mean: 4.00

7. To immediately keep contact with the governmental authorities concerned and provide necessary assistance.

□ □ □ □ □ □ □ □ □ □

8. To assist the needed employees and their families after the crisis.（New function）

□ □ □ □ □ □ □ □ □ □

9. To subscribe CM-related journals and magazines from inland and overseas and pass down to the employees in the organizations. （New function）

□ □ □ □ □ □ □ □ □ □

Low Æ High 1 2 3 4 5

□ □ □ □ □ □ □ □ □ □

1. To work with managers of all departments to select employees more resilient and assign them to be in responsible for crisis management and disaster recovery.

Mode: 5 Mode: 4

□ □ □ □ □ □ □ □ □ □

Mode: 4 Mode: 3

Reason: Mean: 3.83 Mean: 3.33

□ □ □ □ □ □ □ □ □ □

emergency response / business continuity

teams for a disaster event. Mode: 5 Mode: 4

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Reason: Mean: 4.28 Mean: 3.89

□ □ □ □ □ □ □ □ □ □

Mode: 4 Mode: 4

Reason: Mean: 4.11 Mean: 3.50

□ □ □ □ □ □ □ □ □ □

Mode: 4 Mode: 4

Reason: Mean: 3.78 Mean: 3.61

□ □ □ □ □ □ □ □ □ □

stakeholders.

Mode: 4 Mode: 4

Reason: Mean: 4.22 Mean: 3.83

7. To understand the knowledge and ability that employees of different functions have to deal with contingency by visiting directors of each department in the organization. （New function）

□ □ □ □ □ □ □ □ □ □

Low Æ High 1 2 3 4 5

□ □ □ □ □ □ □ □ □ □

1. To design and deploy crisis awareness programs across the organization.

Mode: 4 Mode: 3

Reason: Mean: 3.89 Mean: 3.50

□ □ □ □ □ □ □ □ □ □

appropriateness of organizational culture in organizational transformation and crisis

management. Mode: 4 Mode: 3

Reason: Mean: 3.89 Mean: 3. 44

□ □ □ □ □ □ □ □ □ □

3. To help promote and organize the CM team and business continuity team.

Mode: 4 Mode: 3

Reason: Mean: 3.78 Mean: 3.44

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Mode: 4 Mode: 2

Reason: Mean: 3.78 Mean: 3.06

□ □ □ □ □ □ □ □ □ □

Mode: 4 Mode: 3

Reason: Mean: 4.33 Mean: 4. 22

6. To suggest different vehicles, different schedules for employees when arranging employee travel or other big events.

□ □ □ □ □ □ □ □ □ □

7. To prepare a fanny-pack handbook detailing reactive procedures for predictable crises, such as earthquakes, typhoons, shutdown, strikes and gang fighting, for employees to bring with them.

□ □ □ □ □ □ □ □ □ □

8. To frequently advocate to the workforce organizational transformation as

organizational strategy to survival and growth. （New function）

□ □ □ □ □ □ □ □ □ □

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APPENDIX C: THE DELPHI INSTRUMENT FOR ROUND 3 -- PART 1 AND 2 Part 1: Roles that HR professionals play in Taiwan corporate crisis management

Practicability Low Æ High 1 2 3 4 5

A.Change agent This role entitles HR to lead the change by detecting

Mode: 5 Mode: 4

Reason: Mean: 4.67 Mean: 3.67

Mode: 5 Mode: 4

B. Employee champion

Reason:

Mean: 4.67 Mean:4.13

Mode: 4 Mode: 4

Reason: Mean: 4.13 Mean: 3.73

Mode: 5 Mode: 4

D. Collaborator This role expects HR to collaborate with line managers and all employees in

implementing scenario

planning and the written Mean: 4.80 Mean: 3.80

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guideline for CM.

Reason:

E. Advocate This role allows the HR to be an instigator of the strategic planning process for crises, a proponent of its virtues, and a driving force in its successful conclusion.

Mode: 3 Mode: 3

Reason: Mean: 3.40 Mean: 3.20

1 2 3 4 5

Low Æ High 1 2 3 4 5

□ □ □ □ □ □ □ □ □ □

1.To prepare a written guideline for crisis management throughout the organization.

Mode: 5 Mode: 5

□ □ □ □ □ □ □ □ □ □

Mode: 4 Mode: 3

Reason: Mean: 4 Mean: 3. 2

□ □ □ □ □ □ □ □ □ □

Mode: 4 Mode: 3

□ □ □ □ □ □ □ □ □ □

Mode: 5 Mode: 4

□ □ □ □ □ □ □ □ □ □

5. To review organizational policies and

programs related to crisis management. Last response: Last response:

(15)

Mode: 4 Mode: 4

□ □ □ □ □ □ □ □ □ □

Mode: 5 Mode: 4

□ □ □ □ □ □ □ □ □ □

7. To suggest proper organizational transformations according to the

organizational operating strategy and the

environment. Mode: 4 Mode: 4

8. To strengthen line managers’ knowledge on organizational transformation by providing training on organizational change and development.

□ □ □ □ □ □ □ □ □ □

1 2 3 4 5

□ □ □ □ □ □ □ □ □ □

1. To develop and deploy a Family Crisis Support Program.

Mode: 4 Mode: 3

□ □ □ □ □ □ □ □ □ □

Mode: 4 Mode: 4

□ □ □ □ □ □ □ □ □ □

leadership throughout the organization to

help reassure employees of their safety. Mode: 3 Mode: 4

□ □ □ □ □ □ □ □ □ □

4. To educate the management and the line managers to effectively deal with stress and

pressures when confronted. Mode: 5 Mode: 3

(16)

Mode: 4 Mode: 4

□ □ □ □ □ □ □ □ □ □

Mode: 4 Mode: 4

□ □ □ □ □ □ □ □ □ □

Mode: 4 Mode: 4

Reason: Mean: 3.73 Mean: 4

8. To set an annual week or month of CM and hold CM drills.

□ □ □ □ □ □ □ □ □ □

9. To invite the CEO or chief director to communicate with the workforce about the company’s mission, strategy, readiness and preparedness faceto face or through papers.

□ □ □ □ □ □ □ □ □ □

1 2 3 4 5

□ □ □ □ □ □ □ □ □ □

1. To develop an advance plan for tracking and locating the company’s employees in a disaster.

Mode: 5 Mode: 4

□ □ □ □ □ □ □ □ □ □

2. To develop an advance plan for re- establishing contact with victim

employees’ families and survivors. Mode: 5 Mode: 4

Reason: Mean: 4.67 Mean: 4.07

□ □ □ □ □ □ □ □ □ □

3. To stay abreast of all the latest multimedia communications gadgets for getting the

company’s message out. Mode: 4 Mode: 4

(17)

□ □ □ □ □ □ □ □ □ □

4. To help locate missing employees and make a list of confirmed employees and

survivors. Mode: 5 Mode: 4

□ □ □ □ □ □ □ □ □ □

Mode: 5 Mode: 4

□ □ □ □ □ □ □ □ □ □

crisis. Mode：4 Mode：4

Reason: Mean: 4.2 Mean: 4.13

7. To immediately keep contact with the governmental authorities concerned and provide necessary assistance.

□ □ □ □ □ □ □ □ □ □

8. To assist the needed employees and their families after the crisis.

□ □ □ □ □ □ □ □ □ □

9. To subscribe CM-related journals and magazines from inland and overseas and pass down to the employees in the organizations.

□ □ □ □ □ □ □ □ □ □

Low Æ High 1 2 3 4 5

□ □ □ □ □ □ □ □ □ □

1. To work with managers of all departments to select employees more resilient and assign them to be in responsible for crisis management and disaster recovery.

Mode: 5 Mode: 4

Reason: Mean: 4.67 Mean: 4.07

□ □ □ □ □ □ □ □ □ □

Mode: 4 Mode: 4

Reason: Mean: 4 Mean: 3.73

□ □ □ □ □ □ □ □ □ □

emergency response / business continuity Last response: Last response:

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teams for a disaster event. Mode: 5 Mode: 4

Reason: Mean: 4.73 Mean: 3.93

□ □ □ □ □ □ □ □ □ □

Mode: 4 Mode: 4

Reason: Mean: 4. 2 Mean: 3.73

□ □ □ □ □ □ □ □ □ □

Mode: 4 Mode: 4

□ □ □ □ □ □ □ □ □ □

stakeholders.

Mode: 4 Mode: 4

Reason: Mean: 4.07 Mean: 3.73

7. To understand the knowledge and ability employees of different functions have to deal with contingency by visiting directors of each department in the organization.

□ □ □ □ □ □ □ □ □ □

Low Æ High 1 2 3 4 5

□ □ □ □ □ □ □ □ □ □

1. To design and deploy crisis awareness programs across the organization.

Mode: 4 Mode: 3

Reason: Mean: 3.8 Mean: 3. 2

□ □ □ □ □ □ □ □ □ □

appropriateness of organizational culture in organizational transformation and crisis

management. Mode: 4 Mode: 3

Reason: Mean: 3.93 Mean: 3. 2

□ □ □ □ □ □ □ □ □ □

3. To help promote and organize the CM team and business continuity team.

Mode: 4 Mode: 3

(19)

Reason: Mean: 3.87 Mean: 3.07

□ □ □ □ □ □ □ □ □ □

Mode: 4 Mode: 3

Reason: Mean: 3.87 Mean: 2.87

□ □ □ □ □ □ □ □ □ □

Mode: 4 Mode: 3

Reason: Mean: 4.2 Mean: 4. 2

6. To suggest different vehicles, different schedules for employees when arranging employee travel or other big events.

□ □ □ □ □ □ □ □ □ □

7. To prepare a fanny-pack handbook detailing reactive procedures for predictable crises, such as earthquakes, typhoons, shutdown, strikes and gang fighting, for employees to bring with them.

□ □ □ □ □ □ □ □ □ □

8. To frequently advocate to the workforce organizational transformation as

organizational strategy to survival and growth.

□ □ □ □ □ □ □ □ □ □

(20)

APPENDIX D : DELPHI INSTRUMENT FOR ROUND 1 -- PART 1 AND 2

人力資源部門在企業危機管理中扮演的角色與功能問卷

敬愛的危機管理 /人力資源管理先進：

您好，這是一份針對人資部門在企業危機管理中可能扮演的角色與功能之專家問卷。目的在藉由您的專家知識與經驗，透過本問卷調查資料的蒐集與 Delphi method 的數據統計分析，歸納出人資部門在企業危機管理的重要角色與功能。本研究所指的危機包括外在環境危機，如：保力達蠻牛事件、921 大地震，與組織內部危機，如：員工監守自盜、組織文化變革等。本問卷分為兩部分，第一部份為人資在台灣企業危機管理中可能扮演的角色，第二部分為其可能提供的功能。請各位先進不吝補充或增列您認為人資可能提供之功能於其後之空白欄位，以供研究者進一步蒐集彙整。

因本研究採取 Delphi method，將需要各位賢達多次提供您的高見與撥冗填答，

非常感謝您的協助與指導。本研究結果僅作學術研究之用，個人資料絕對保密，

再次感謝您費心填答。

敬祝教安

國立台灣師範大學國際人力教育與發展研究所

所長：蔡錫濤博士指導教授：方崇雄博士研究生：吳亞蓁敬上

中華民國九十五年四月

電話：07-7632257 / (手機) 0932004983 傳真：07-7635158 E-mail: [email protected]

(21)

填答說明：

數據大小表示該角色的重要性與可實踐之程度，本研究採用 1 至 5 表示角色的重要性與可實踐性之分佈，以進而歸納出角色之重要層級與實踐情形。

例如：1 --- 表示該角色最不重要或可實踐程度最低 3 --- 表示該角色普通或可實踐程度中等 5 --- 表示該角色最重要或可實踐程度最高

(22)

第一部份：人力資源部門在台灣企業危機管理中可能扮演的角色

人資部門角色角色描述重要程度可實踐程度 1 2 3 4 5 1 2 3 4 5

1.變革領導 HR 應偵測並察覺問題所在，協助規 □ □ □ □ □ □ □ □ □ □ Change agent 劃組織未來發展藍圖，並持續敦促組

織積極變革，甚至為不可預知的災難做好準備。

2.員工領導 HR 應提供員工各種資訊和 EAP 服務 □ □ □ □ □ □ □ □□ □ Employee champion ，規劃訓練發展課程，以提升員工對

危機的應變能力，並致力於災難發生後的員工福利補償內容/措施；HR 應持續保持傾聽、尊重和誠實的態度，

以建立員工的信賴，與危機發生時，

維持員工對組織的忠誠度。

3.行政專家 HR 不只要精通流程改造，更要重新 □ □ □ □ □ □ □ □ □ □ Administrative expert 思考如何利用危機處理流程進一步價

值創造。

4.跨部門合作者 HR 應與組織中的各級主管、全部員 □ □ □ □ □ □ □ □ □ □ Collaborator 工攜手合作，結合組織中人力資源與

危機管理策略規劃，共同實踐情境規劃與危機管理指南。

5.危機倡導者 HR 除大力鼓吹預防危機發生的重要 □ □ □ □ □ □ □ □ □ □ Advocate 性和急迫性，更應徹底瞭解危機管理

規劃歷程，包括如何落實、對組織未來的利弊影響及成本等。

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第二部分：人力資源部門在台灣企業危機管理中可能提供的功能

人資部門的功能與描述重要程度可實踐程度 A. 變革領導 1 2 3 4 5 1 2 3 4 5 1. 平時備妥危機管理指南供企業參考。……… □ □ □ □ □ □ □ □ □ □ 2. 主動帶領討論企業員工未來可能面臨的變革，而安排適

當的教育訓練或研討會。………□ □ □ □ □ □ □ □ □ □ 3. 透過情境規劃，協助企業為未知事件做好準備。……… □ □ □ □ □ □ □ □ □ □ 4. 啟動員工危機支援小組。……… □ □ □ □ □ □ □ □ □ □ 5. 經常檢視組織的危機管理政策與計畫。……… □ □ □ □ □ □ □ □ □ □ 6. 對社會脈動與組織人事變化保持高度警覺。……… □ □ □ □ □ □ □ □ □ □ 7. ___________________________________________。…… □ □ □ □ □ □ □ □ □ □ 8. ___________________________________________。…… □ □ □ □ □ □ □ □ □ □ 9. ___________________________________________。……□ □ □ □ □ □ □ □ □ □

B. 員工領導 1 2 3 4 5 1 2 3 4 5

1. 規劃完善的員工與其家庭之危機支持計畫。……… □ □ □ □ □ □ □ □ □ □ 2. 平時即建立網頁，公告公司危機應變的政策措施。………□ □ □ □ □ □ □ □ □ □ 3. 向員工宣傳企業領導階層能力的可靠性與萬全準備，使

員工消除對安全的疑慮，強化對領導階層的信心。………□ □ □ □ □ □ □ □ □ □ 4. 教育管理階層的員工如何面對危機發生時的各階段壓力

。……… □ □ □ □ □ □ □ □ □□

5. 危機發生時，經常向員工更新關於企業危機處理及復原的進度，或其他員工應該知悉的事件進展，以粉碎不實謠言，並

安定人心。。………□ □ □ □ □ □ □ □ □ □ 6. 災後，建立/主持一個企業留言版或支持性團體，使員工有機

會發洩悲傷的情緒，彼此撫慰討論，分享相關經驗。……□ □ □ □ □ □ □ □ □ □ 7. 設計專案活動，為整個危機事件劃下句點，如：發行企業內

部雜誌特刊。……… □ □ □ □ □ □ □ □ □ □

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8. ___________________________________________。……□ □ □ □ □ □ □ □ □ □

9. ___________________________________________。…… □ □ □ □ □ □ □ □ □ □

10. ___________________________________________。……□ □ □ □ □ □ □ □ □ □

C. 行政專家 1 2 3 4 5 1 2 3 4 5 1. 事先發展一套在危機發生時，如何協尋組織員工下落的

流程。……… □ □ □ □ □ □ □ □ □ □ 2. 事先發展一套在危機發生時，與倖存者、遇難員工家屬

重建聯絡的方法。……… □ □ □ □ □ □ □ □ □ □ 3. 掌握多媒體傳播工具發展的最新消息，以裨企業訊息的發佈

。……… □ □ □ □ □ □ □ □ □ □ 4. 危機發生時，主動協尋失散的員工，並確認倖存者與失蹤員

工名單。……… □ □ □ □ □ □ □ □ □ □ 5. 定期檢視並修訂危機管理指南與危機處理流程。……… □ □ □ □ □ □ □ □ □ □ 6. 災後評估危機處理小組的成效與效率。……… □ □ □ □ □ □ □ □ □ □ 7. ___________________________________________。…… □ □ □ □ □ □ □ □ □ □ 8. ___________________________________________。…… □ □ □ □ □ □ □ □ □ □

9. ___________________________________________。…… □ □ □ □ □ □ □ □ □ □

D. 跨部門合作者 1 2 3 4 5 1 2 3 4 5

1. 與各部門主管共同挑選各部門韌性較強的員工負責危機

處理和危機復原的事項。……… □ □ □ □ □ □ □ □ □ □ 2. 與各部門主管共同篩選出高危險群員工，並優先安排為

輔導觀察的對象。……… □ □ □ □ □ □ □ □ □ □ 3. 協助成立跨部門危機處理小組與企業永續發展團隊。… □ □ □ □ □ □ □ □ □ □ 4. 定期與跨部門危機處理小組模擬演練危機發生時的任務

分工。……… □ □ □ □ □ □ □ □ □ □ 5. 與 IT 部門合作架設企業危機網站、建立危機通訊及溝通

機制，便於危機發生時迅速啟用。………□ □ □ □ □ □ □ □ □ □ 6. 與 PR 部門合作，主動拉近組織內外部利益關係人（如：

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員工與重要社群）的距離，增進雙方對彼此的認同感

與組織形象。……… □ □ □ □ □ □ □ □ □ □ 7. ___________________________________________。…… □ □ □ □ □ □ □ □ □ □ 8. ___________________________________________。……□ □ □ □ □ □ □ □ □ □

9. ___________________________________________。……□ □ □ □ □ □ □ □ □ □

E. 危機管理倡導者 1 2 3 4 5 1 2 3 4 5

1. 設計足以喚起全組織危機意識的活動專案，並有效執… □ □ □ □ □ □ □ □ □ □ 行之。

2. 組織落實變革/危機管理同時，提醒注意組織文化的重

要性與適切性。……… □ □ □ □ □ □ □ □ □ □ 3. 協助倡組危機處理小組與企業永續發展團隊。………… □ □ □ □ □ □ □ □ □ □ 4. 鼓吹並研擬危機導向的領導人繼任方案。……… □ □ □ □ □ □ □ □ □ □ 5. 向組織倡導將所有 HR 文件資料備份儲存於另一個不同

於組織所在地的地點之重要性。……… □ □ □ □ □ □ □ □ □ □ 6. ___________________________________________。…… □ □ □ □ □ □ □ □ □ □ 7. ___________________________________________。…… □ □ □ □ □ □ □ □ □ □

8. ___________________________________________。…… □ □ □ □ □ □ □ □ □ □

填答者個人基本資料：

1. 職稱：_________________________

2. 服務公司產業別： ___________________

3. 性別：□ 男 □ 女

4. 年齡：□ 25 歲（含）以下 □ 26-30 歲 □ 31-35 歲 □36-40 歲 □40 歲以上 5. 教育程度：□ 高中職（含）以下 □ 專科 □ 大學 □ 碩士 □ 博士

6. 擔任人力資源相關工作之年資：□ 3 年（含）以下 □ 4-6 年 □ 7-9 年 □ 10 年以上

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APPENDIX E: DELPHI INSTRUMENT FOR ROUND 2 -- PART 1 AND 2

人力資源部門在企業危機管理中扮演的角色與功能問卷

敬愛的危機管理 /人力資源管理先進：

您好，感謝您擔任本研究問卷調查之專家。第一次的專家調查在您的鼎力協助下已順利完成，謹致上最深的謝意。

本次問卷綜合 20 位專家學者的意見與回餽，題幹或有增補，或有修改。茲附上整理資料，包含您第一次填答的選項，以及全體專家學者填答選項的平均數、眾數，

以供您第二次填答問卷時參酌。由於 Delphi Study 的目的在於求得專家意見的一

致，本次填答您可以選擇同意多數意見（眾數），亦可選擇保留第一次填答的選項。

倘若您不同意多數意見（眾數），煩請您將主要理由直接填寫於其下空白（標明「理

由」）處，作為第三次問卷的研究基礎。另外，歡迎各位先進持續不吝補充或增列

您認為人資可能提供之功能於其後之空白欄位，以供研究者進一步蒐集彙整。

再次提醒您，本研究所指的「危機」，包括外在環境危機，如：保力達蠻牛事件、強烈颱風，與組織內部危機，如：員工監守自盜、組織文化變革、勞資糾紛等。

懇請您能在2006 年 5 月 20 日（六）前以電子郵件或傳真方式將填妥

的問卷寄回。感謝您百忙之中撥冗協助，更期待您全程參與惠賜高見。

敬祝鴻圖大展

國立台灣師範大學國際人力教育與發展研究所

所長：蔡錫濤博士指導教授：方崇雄博士研究生：吳亞蓁敬上

中華民國九十五年五月

電話：07-7632257 / (手機) 0932004983 傳真：07-7635158 E-mail: [email protected]

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填答說明：

數據大小表示該角色的重要性與可實踐之程度，本研究採用 1 至 5 表示角色的重要性與可實踐性之分佈，以進而歸納出角色之重要層級與實踐情形，並。

例如：1 --- 表示該角色最不重要或可實踐程度最低 3 --- 表示該角色普通或可實踐程度中等 5 --- 表示該角色最重要或可實踐程度最高