過去數年來台灣企業面臨空前環境壓力，無論資訊科技勃興、知識經濟驅力及國際經營趨向••等課題，均促使企業需不斷進行外部調適與內部整合，方能立足、成長。相對地，企業人力資源管理亦因此受到衝擊，其身份定位、角色規範及功能分工均值得探討。本研究冀望深入瞭解上述定位與轉型之實質作為、調整與條件。經針對1000大製造業及500大服務業廠商，依系統抽樣以偶數序號郵寄750份問卷，回收有效問卷計81份。結果發現台灣企業人力資源管理『人員導向』之功能型態已較『流程導向』更受重視，然隨企業發展歷程，『執行取向』比『策劃取向』更被關注；而策略性人力管理理念與實務，製造業較服務業更強調諮詢功能。

In recent years, the macro-environment posture changed drastically in Taiwan. Management practices have been influnced substan-tially. For instance, rapid development of information technology inspired fashion of E-commerce; Globalization and WTO-entering reality made competition rules disrupted; The changes mentioned above also impact on HRM practices. These variations are including HRM identity repositioning, HRM roles redefinition and HRM fuctions transformation. Such the topics would be explored and analyzed. This study coducted systematic sampling with TOP1000 manufacturers and TOP 500 services firms. 750 questionnaires will be mailed and 81 effective respondents were collected. We just find that "people-orinted" roles will be more emphasized than "process-orinted" type; "planning- focused" pattern doesn't gain more attention than "implementation-focused"., Besides, Strategic HRM have been more stressed in manufacturing industries.