台灣半導體產業經過三十多年不斷的發展後，已經成為全球數一數二的產業。其中，晶圓代工是帶動台灣半導體產業蓬勃發展之關鍵，而台積電與聯電亦在不斷的激烈競爭之後，達到規模全球第一及第二的成就，然而從2000年一直持續至2008時，兩家公司規模的消長差距已越拉越大，有鑑於此，本研究以此兩家位居台灣半導體業龍頭之公司為例，試圖瞭解聯電與台積電之間，在人力資源管理措施的差異。
企業要成功，需要具備的競爭優勢很多，人力資源即是企業競爭的主要因素之一。為有效執行策略，管理者遂在人力資源管理下訂立各項「人力資源管理措施」，這些措施會直接影響到員工提供產品或服務的動機與能力，也會讓企業創造出競爭優勢。
研究結果顯示，台積電與聯電不論是公司的專家權重或是員工的實施結果，皆呈現不相同的策略及執行效果。一般而言，公司主管在執行人力資源管理措施時，常將薪資與福利(生理/安全需求)擺在首要位置，卻忽略當生理與安全需求被滿足時，員工會需求更高一層的社交與尊重需求(員工關係)及自我實現的需求(工作特性及訓練與發展)。本研究進一步將公司主管所重視的項目與員工認為公司實施的成效交互比對，比對後發現，二家公司間不論是專家權重結果抑或是實施結果也都呈現大不相同，其實並不令人意外，因為二家公司的管理風格相異在業界已不是新聞。只是現在透過學術上的分類探討，進一步找出相異與相同處。

Taiwan Semiconductor industry has been developing into top industry in the world after 30 years continuous development and foundry manufacturing plays a key role to bring it rising and flourishing. In terms of business scope, TSMC & UMC have achieved top 1 & 2 statuses in the world after the toughest competitive. However, the business gap has been grown up between TSMC and UMC since 2000, therefore, this study intend to explore if TSMC and UMC employ different human resource practices.
Human Resource Management Practices are various management activities of company to execute its strategies, which directly influence employee’s motivation and ability towards to providing products and services. Suitable human resource management practices lead company to create competitive advantage. A successful company requires many competitive advantages, and human resource management is the key criteria for the company.
This study explores both two companies deliver the different opinions of human resource management strategies and practices on company-side or employee-side. Employee rewards is usually prior to other human resource management practices by companies to satisfy the physiological and safety needs according to Maslow’s hierarchy of needs. However, when physiological and safety needs get satisfied, the advanced needs such as love/belonging and esteem needs for employee relationship and self-actualization needs for job characteristic and training and development. Indeed, it is not surprised that both companies present different outcome whether in company-side or employee-side as it is not news in semiconductor field that both companies have different management style. This study just attempts to further explore the human resource management practices differences between both companies through the academic research.

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三、網路資料
1. 台灣積體電路股份有限公司：www.tsmc.com
2. 聯華電子股份有限公司：www.umc.com
3. 台積電網路問卷：http://140.116.95.163/Leo.emba/tsmc/
4. 聯電網路問卷：http://140.116.95.163/Leo.emba/umc/