直線主管在人力資源管理的執行效能與部門績效關聯性--以人資部門支持程度為干擾

方惠民(Hui-Ming Fang)

指導教授 ： 林文政

國立中央大學/管理學院/人力資源管理研究所碩士在職專班/碩士(2006年)

摘要

本研究以台灣地區員工人數規模超過百人以上企業為母群體，隨意抽取樣本134家，以問卷調查方式，調查該些企業的直線主管在人力資源管理活動的執行效能、人力資源部門的支持程度、部門績效之現況。共計發出402份問卷，回收242份，其中有效問卷241份，有效回收率60%。使用Pearson 相關及階層迴歸分析所蒐集的資料，研究結果顯示：
ㄧ、直線主管在人力資源管理活動的執行效能與部門績效關聯性：
1.直線主管在選才活動的執行與部門員工士氣及工作能力與知識間有顯著相關。
2.直線主管在育才活動的執行與員工士氣及部門平均離職率間有顯著相關。
3.直線主管在留才活動的執行與部門平均生產力、平均出勤率、員工士氣及工作能力與知識間均有顯著相關。

二、在人力資源部門支持的干擾效果分析中：
1.人力資源部門的參與支持，對直線主管在選才活動的執行與部門平均生產力間具有干擾效果。
2.人力資源部門不論採取高或低參與支持，對直線主管在留才活動的執行與部門平均生產力間均具有干擾效果，而且高參與支持效果會較優於低參與支持。
3.人力資源部門採取高合作支持，對直線主管在選才活動的執行與部門員工工作能力與知識間具有干擾效果，低合作支持較顯無著干擾效果。
4.人力資源部門不論採取高或低的合作支持，對直線主管在育才活動的執行與部門員工工作能力與知識間均具有干擾效果，而且高合作支持效果更甚於低合作支持。
5.人力資源部門不論採取高或低的互信支持，對直線主管在育才活動的執行與部門員工離職率間均具有干擾效果，而且高互信支持效果更甚於低互信支持。
6.人力資源部門不論採取高或低的合作支持，對直線主管在育才活動的執行與部門員工離職率間均具有干擾效果，而且高合作支持效果更甚於低合作支持。

關鍵字

人力資源管理 ； 直線主管 ； 人力資源管理執行效能 ； 干擾效果 ； 人力資源部門支持程度 ； 部門績效

並列摘要

This study is based on the enterprises, located in Taiwan area with more than one hundred employee, as the research population, randomly selected 134 companies as the sample size, and used questionnaire to survey the current practice regarding to the line managers executive effectiveness in the human resource managing activities, the human resource department support, and the department performance. Totally 402 questionnaire were sent, 242 feedback were collected, with 241 valid replies. The valid receiving rate is 60.0%. The collected data were analyzed using Pearson correlation analysis and Multiple Regression (hierarchical enter) analysis methods.The analyzed results were summarized as the following,

A. The Relationship between the Line Managers Executive Effectiveness in the Human Resource Management and the Department Performance:
1.The line managers in the executive of selecting activity significantly related to the morality, operation capability and knowledge of the department staff.
2.The line managers in the executive of training activity significantly related to the staffmorality, and to the average turnover rate of the department.
3.The line managers in the executive of retaining activity significantly related to theaverage productivity of the department, to the employee’s average rate of attendance,and to the employee’s operation capability and knowledge.

B. The analysis results of the moderate effect due to the human resource department supports：
1.The participation support from human resource department shows moderate effectbetween the executive of selecting activity of the line managers and the average productivity of the department.
2.Either adopting high level or low level participation support by the human resource department, the analysis result shows moderate effect between the line managers in the executive of retaining activity and the average productivity of the department. Adopting the high level participation support shows higher moderate effect when comparing to adopting the low level participation and support.
3.When the human resource department adopting high cooperation support, the analysis result shows moderate effect between the executive of selecting activity of the line managers and department employee’s operation capability and knowledge. If the human
resource department adapts low cooperation support, the result shows insignificant moderate effect.
4.Either adopting high level or low level corporation support by the human resource department, the analysis result shows moderate effect between the line managers in the executive of training activity and the department employee’s operation capability and knowledge. Adopting high level corporation support shows higher moderate effect than adopting the low level corporation support.
5.Either adopting high level or low level mutual trust support, the result shows moderate effect between the line managers in the executive of training activity and the average turnover rate of the department. In additions, adopting high mutual trust support shows better effect comparing to adopting the low mutual trust support.
6.Either adopting high level or low level corporation support by the human resource
department, the analysis result shows moderate effect between the line managers in the
executive of training activity and the average turnover rate of the department.
Adopting the high level corporation support shows better effects comparing to the low level effect.

並列關鍵字

Human resource department support ； Human resource management executive effectivenes ； Moderate Effect ； Department performance ； Human resource management ； Line manager

參考文獻

張中和(2001) 供應鏈策略夥伴關係對買方營運績效之影響的研究，桃園：私立中原大學企業管理研究所未出版之碩士論文。

彭台光、高月慈、林鉦棽(2006) 管理研究中的共同方法變異：問題本質、影響、測試和補救,管理學報,23(1)：77~98。

陳世哲、許淑君(1999) 競爭策略、人力資源管理系統與組織績效之研究，亞太管理評論，4卷4期：413~429。

黃家齊(2003) 人力資本投資系統、創新策略與組織績效–多種契合觀點的驗證,管理評論,22(1)：99-126。

Bushnell,David S.,(1990),Input,process,output: A model for evaluating training, Training & Development Journal: 41-43.