本個案故事在描述一家重視公司形象和員工褔利的國際精品公司，卻發生在百貨公司周年慶開打期間，因未通過勞動檢查而導致被罰款且上新聞的事件。雖然公司方面總是再三宣導勞基法的法律規定請各店遵循，但還是會有員工超時工作的案例發生，尤其在周年慶期間更難避免。因此想運用資訊系統的導入，讓各店銷售人員從排班開始，即能符合勞基法做六休一和加班工時的規定；且配合實際刷卡出勤和排班、加班資料，將超時工作的異常資料能即時自動發送通知給相關主管，以達到督核的目的，期望能透過人力管理系統的規範以符合法律的規定，讓員工的生活和工作達到健康的平衡。在排班、刷卡出勤、加班審核、請假簽核的基礎架構完成後，第二步是將這些資訊與業績目標、薪資獎勵結合，以提供人力產能分析的有用資訊，讓管理層在人力配置的策略性規劃上達到最佳化。但這些IT計劃需要各營業單位的配合，“人”是此資訊系統推動中最大的問題，如何讓有各自出勤政策的三大事業單位們，一起共同制定出勤規章細則、程序流程進而達成共識，且讓不熟悉電腦操作的銷售人員透過資訊系統共同遵循法規？是IT的挑戰。
本研究以哈佛個案研究之方式進行，可用於討論MIT 90、IT治理、資訊素養、共識等議題。希望能藉由實際個案之發展經驗與理論之結合印證，以提供企業之參考。

This case story describes an international boutique company whose emphasis on its corporate image and employee benefits. However, during a department store annual sale, it was fined for not passing the labor inspection and news of the fine made it to the press. Although the company has repeatedly emphasized always respecting the Labor Standards Act and called on the stores to follow, there were still cases of staff working overtime occurring, especially during the annual sale period. That’s where information system appeared, starting from the staff shift schedule which can improve the working time to fit the Labor Standards Act’s provision of work 6 days with one day rest and overtime work limitation. By incorporating the actual attendance card records, shift schedules and overtime work records, the anomalous data of working overtime can be instantly and automatically sent as notification to the relevant authorities. This can achieve the purpose of supervision in the hope that through the control of human resource system, the provision of the law can be met and, therefore, workers can have a healthy balance between life and work. After finishing the basic structure of shift scheduling, attendance card recording, overtime work examination, and signing approval of leaving, the second stage is to combine this information with sales goals and salary bonus, to provide useful information for human capacity analysis, for management to achieve the best result in strategic staff planning. However, these IT programs need the various business units to cooperate; “people” are the main problem factor in promoting this information system. How does a company let the three different major business units, which have their own working schedule policies, settle on one policy detail and schedule program together, achieve further consensus and, at the same time, have sales personnel who are not familiar with computer operation comply with the regulations through information systems? This can be a challenge to IT.
This study was conducted using the Harvard case study method, and can be used to discuss MIT 90, IT governance, information literacy, consensus and other issues, in the hope that by combining the development of practical experience of cases and theory, it can prove and provide references for enterprises.

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