高績效人力資源管理對工作績效與員工投入之影響 －以個人與組織適配性為中介與調節變項

The Impact of High Performance Human Resource Management on Employee Engagement and Job Performance-Using Person-Organization Fit as the Mediator and Moderator

蘇韋文(Wei-Wen Su)

指導教授 ： 洪英正

共同指導教授 ： 陳基祥(Chi-Hsiang Chen)

淡江大學/商管學院/企業管理學系碩士在職專班/碩士(2021年)

https://doi.org/10.6846/TKU.2021.00639

摘要

人力資源管理是組織發展的重要議題，而高績效人力資源管理由於涵蓋到人力資源的遴選、培育、留用等等，故此整合多項功能的管理系統逐漸受到企業重視。除此之外在研究組織行為當中，影響員工內在驅動力的個人與組織適配性、員工投入，與高績效人力資源管理之間的相關影響，是本研究所欲探討的議題。
而對於企業而言，如何提升員工工作績效是企業很感興趣的課題，Delaney & Huselid (1996) 在研究亦指出，高績效人力資源管理會影響組織與員工績效。而在本研究當中，將探討高績效人力資源管理對員工投入與工作績效的影響，並探討個人與組織適配性在高績效人力資源對員工投入的影響上是否具有中介效果，及個人與組織適配性在高績效人力資源對工作績效影響上是否具有調節效果。
本研究以台灣工作者為調查對象，採便利抽樣與滾雪球方式，共回收 277 份有效樣本。藉由敘述性統計分析、項目分析、信度分析、因素分析、迴歸分析、層級迴歸分析、T 檢定及變異數分析來驗證各研究假設， 研究結果顯示如下：
1. 高績效人力資源管理對個人與組織適配性具有正向顯著影響。
2. 高績效人力資源管理對員工投入具有正向顯著影響。
3. 個人與組織適配性在高績效人力資源管理對員工投入影響上具有完全中介的效果。
4. 高績效人力資源管理對工作績效具有正向顯著影響。
5. 個人與組織適配性在高績效人力資源管理對工作績效影響上具有正向顯著的調節效果。
6. 員工投入在高績效人力資源管理對工作績效之影響上，具有正向顯著的中介效果。
7. 工作者之部分人口統計變項在高績效人力資源管理、個人與組織適配性、工作績效與員工投入上有顯著差異。
最後，綜合本研究結果提出討論與結論，並對學術及企業未來發展提供參考建議，例如企業可透過實施高績效人力資源管理措施，包括制訂完善的績效管理、招募遴選、教育訓練、激勵措施以及員工參與等制度；此外更重視個人與組織的適配性，並作為人員遴選、留用的重要依據；以及提升員工對工作的投入度。而以上的作法，不只創造滿意與投入的員工，更進一步能提升工作績效，以創造企業與員工雙贏的結果。

關鍵字

高績效人力資源管理 ； 個人與組織適配性 ； 員工投入 ； 工作績效

並列摘要

Human resource management is an important issue for organizational development; as High-Performance Human Resource (HPHR) management covers the selection, cultivation, and retention of human resources, it integrates multiple functions and has gradually attracted the attention of business enterprises. In addition to the study of organizational behavior, the relevant influences between person-organization (PO) fit, employee engagement, and the effects of HPHR management on the internal driving force of employees are the topics that will be explored by this research.
For business enterprises, the methodology on improving employee performance is a topic of great interest. The effects of HPHR management on organization and employee performance has been pointed out by a study from Delaney & Huselid (1996). In this research, we will explore the impact of HPHR management on employee input and work performance, and explore whether the adaptability of individuals and organizations has an intermediary effect on the impact of HPHRs on employee input, and whether individuals and organizations have an intermediary effect. Whether adaptability has a moderating effect on the impact of HPHRs on job performance.
In this study, local Taiwanese workers were surveyed, using convenience and snowballing sampling, and a total of 277 valid samples were collected. Through narrative statistical analysis, project analysis, reliability analysis, factor analysis, regression analysis, hierarchical regression analysis, T-test and variance analysis to verify each research hypothesis, the research results on HPHR management are as follows:
1. HPHR management has a positive and significant impact on the P-O fit.
2. HPHR management has a positive and significant impact on employee engagement.
3. P-O fit has a complete mediating effect on the impact of HPHR management on employee engagement.
4. HPHR management has a positive and significant impact on job performance.
5. P-O fit has a positive and significant moderating effect on the impact of HPHR management on work performance.
6. HPHR management has a positive and significant impact in the intermediary effect on work performance for employees who are engaged in the methods of the management.
7. Some demographic variables of workers have significant differences in HPHR management, person-organization (PO) fit, job performance and employee input.
In conclusion, the results of this research are yielded through the combination of discussions and assumptions that can provide references for academic and corporate future development. For example, companies can implement HPHR management measures, including the formulation of exemplary performance management, from a system of recruitment and selection, education and training, incentive measures, to the participation of employees; moreover, more emphasis placed on PO fit, which could be used as an important basis for personnel selection and retention, will increase employee engagement during work. The above approach not only creates satisfied and dedicated employees, but also improves work performance to create a win-win solution for both the business enterprises and employees.

並列關鍵字

High Performance Human Resource Management ； Person-Organization Fit ； Employee Engagement ； Job Performance

參考文獻

參考文獻

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