因應人力資源部門內外環境之趨勢，本研究旨在探討人力資源外包、組織績效及社會資本之內涵與現況，並分析不同背景變項之員工對人力資源外包與組織績效的差異情形；進一步瞭解三者是否存在關聯性以及探討社會資本在人力資源外包與組織績效中的中介效果。
本研究採便利取樣的方式，針對台灣新竹科學園區之電子資訊產業進行研究，發放600份問卷，有效問卷為107份，有效回收率為17.8%，並使用t檢定、單因子變異數、Pearson積差相關、強迫進入多元迴歸與階層多元迴歸等方法進行假設考驗，所獲得的結論如下：
壹、組織成員認為「人力資源外包」重要性高，其中以「人力資源資訊系統」及「人力資源的取得管理」構面重要性最高
貳、組織內部「社會資本」著重「關係面」的經營；「組織績效」亦開始著重員工個人層面之發展
參、組織成立年數較久、人力資源部門人數較多者，認知「人力資源外包」較為重要
肆、組織產業別為半導體業、年數越久、人力資源部門人數較多或有外包契約作為者，組織績效較高
伍、人力資源資訊系統的外包，有助於社會資本「結構面」之積累
陸、組織成員友誼關係的發展，對於組織績效有負向的影響
柒、增加人力資源外包幅度，有助於組織績效的提升
捌、人力資源外包程度越高，組織內部社會資本越高
玖、組織整體社會資本越高時，有助於提升組織績效。
拾、組織社會資本之「結構面」或「認知面」越高時，會加強人力資源外包對組織績效的影響
最後根據研究結果提出建議，以提供產業界、組織員工及後續研究者參考。

In response to internal and external environment trends in human resources, this study was to explore the human resources outsourcing, organizational performance and social capital of the content and current status, and analysis of different demographic variables on the staff of human resources outsourcing and organizational performance were also investigated. this study were to examine the relationship between human resource outsourcing and organizational performance, and social capital mediating effect of electronics and information industry in Taiwan.
The research subjects were the Taiwan's electronics and information industry and the research method was survey questionnaire. There were 600 questionnaires were sent out, 107 valid returned, with a 17.8% valid return rate. The data were collected and analyzed by using descriptive statistics analysis, t-test, one-way ANOVA, Pearson correlation, multiple stepwise regressions and hierarchical moderator regression. .
According to the findings, the conclusions were summarized as follows：
1.The staff perceived the “human resource outsourcing” was high, and the
highest dimensions were “human resource information system” and “made of human resource management” dimensions.
2.The staff perceived the most importance of "Social capital" was “relation” dimension, and “technical” dimension of the maximum personal development of "organizational performance".
3.The longer number of years of organization establishment, the more number of HR department employees perceived human resource outsourcing more important.
4.The semiconductor industry, the longer years of establishment, more HR
department employees, or outsourcing contracts of organizations that had the higher organizational performance.
5.“Human resource information systems” outsourcing could enhance the "structure" of social capital.
6.The development of organizational employees’ friendship had negative impact on organizational performance.
7.To increase the degree of human resource outsourcing, organizational
performance was better.
8.The higher level of human resource outsourcing was, the higher social capital was within the organization.
9.An organization had the higher social capital, and the higher the organizational performance was.
10.The higher "structure" or "cognitive" dimensions of organizational social capital, and it would strengthen the human resource outsourcing impacting on organizational performance.

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