The field of human resource management has for the past few decades, advocated that an organization's human resource practices must not only follow the company's overall strategic direction, but also attend to, and ensure, the coordination and integration between each of its functional parts. The present case study analyses employees from two different dimensions: individual human capital and person-organization fit. The combination of these two dimensions resulted in four types of employees: ideal employees, bomb employees, troublesome employees and supporting employees. This case study presents the analysis of "A" Bank's industrial and organizational change process, as well as various human resource management practices adopted by the organization in order to achieve sustainability and ensure their future development. Because each of the four types of employees we propose here have different levels of combined individual human capital and person-organization fit, we further develop four propositions that will help to explore their potential impacts on both individual and organizational performance, which may also open avenues for further research.
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