競爭策略、人力資源管理系統與組織績效之研究

Competitive Strategies, Human Resource Management Systems, and Organizational Performance

陳世哲(Shyh-Jer Chen) ； 許淑君(Shu-Chun Hsu)

《Asia Pacific Management Review》 4卷4期 (1999/12) Pp. 413-429

https://doi.org/10.6126/APMR.1999.4.4.06

摘要

當企業逐漸國際化，企業所面臨的競爭便更加劇烈，相形之下，與人有關的問題也越形重要，如何吸引、留任與激勵越來越多樣化的人力，吸引、獲得並擁有具有適任技術、知識與能力人才、使員工讓組織更具有競爭力是更加重要，而以往強調管理特權的控制系統，勢將無法彈性因應，因此，如何透過有效的管理人力資源，以提升員工承諾並將其反應到組織產出，可能決定組織績效與生存的重要因素。本研究擬結合Walton（1985）所提出的承諾系統與最佳管理實務的概念，探討承諾最大化的人力資源管理系統對組織績效的影響。研究結果亦發現，人力資源管理系統與組織績效間有顯著的關連性。

關鍵字

人力資源管理系統 ； 組織績效

並列摘要

As business activities are becoming more global, management in general, and human resource management (HRM) in particular, have become important research areas. Many researchers have observed the trend toward workplace transformation in the US and other countries. Such ”high performance work systems” typically involve greater worker autonomy and participation. Since workplace transformation has also taken in Asian countries, the paper is to investigate the relationship between the human resource management system and organizational performance. Following Walton (1985), the paper examines four broad HRM policy areas: human resource flow, work systems, reward systems, and employment influence. We hypothesize that different HRM type has different impact on organizational performance.

並列關鍵字

Human Resource Management Systems ； Organizational Performance

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