人力資源管理措施對組織績效之影響－以人力資源效能為中介變項

The Impact of Human Resource Management Practices on Firm Performance – Human Resource Effectiveness as the Mediating Variable

黃素娥(Annie Huang)

指導教授 ： 黃同圳

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

隨著知識經濟時代的來臨，企業如何掌握人力資源策略管理是企業競爭力展現的關鍵之一。因此，企業如何實施有效的人力資源管理措施，以提高員工之技能、工作態度與動機水準，並將其反應到組織績效，是當前企業重要課題之一。

本研究旨在探討國內企業各項人力資源管理措施的現況，並進而探討人力資源管理措施對人力資源效能與組織績效的關係及影響效果。研究對象為台灣企業，抽樣母體為天下雜誌2005年調查之2004年1000大製造業及500大服務業、金融業，有效回收份數為128份，回收率為25%。

依相關文獻探討，本研究之自變項為人力資源管理措施，包含招募甄選、訓練發展、績效管理、薪資福利、員工關係及團隊參與六構面；中介變項為人力資源效能，包含員工技能、工作態度及動機水準三構面；依變項為組織績效包含主觀經營績效及營業額成長率。資料分析方法採用信度、敘述性統計、相關以及迴歸分析來探討人力資源管理措施實施現況及對人力資源效能與組織績效之影響。

研究結果如下：

一、人力資源管理措施各構面的實施現況，完善程度依序為：招募甄選、薪資福利、員工關係、訓練發展、績效管理、團隊參與。

二、人力資源管理措施及人力資源效能各構面與組織主觀經營績效呈正向相關，達顯著水準，但與營業額成長率均未達相關顯著水準。

三、人力資源管理措施的員工關係與人力資源效能的員工技能及動機水準有顯著性影響關係，團隊參與與員工技能、工作態度及動機水準有顯著性影響關係，其餘變項則未達顯著水準。

四、人力資源管理措施中的團隊參與對主觀經營績效有顯著的正向影響，但卻對營業額成長率成負向相關。

五、人力資源效能的動機水準對人力資源管理措施的團隊參與與主觀經營績效間具有中介效果，但對營業額成長率之中介效果未獲支持。

關鍵字

組織績效 ； 人力資源效能 ； 人力資源管理措施

並列摘要

In the age of knowledge economy, human resource has become one of the main competitive advantages. Human resource management (HRM) can achieve organizational goals by influencing employees’ skill, behavior and motivation level. Therefore, understanding how HRM affects firm performance has become an important issue.

The main purpose of this study is to examine the implementation results of HRM of Taiwan companies and the influence effect of HRM practices on firm performance. The population of sampling is the Taiwan companies listed in the 2004 Survey of Top 1000 Companies in the Manufacturing Industry and Top 500 Companies in the Service and Financial Industries by the Common Wealth Magazine. With a 25% response rate, 128 valid feedbacks were received.

According to literature review, this research adopted HRM practices as independent variables, human resource effectiveness as mediating variables and firm performance as dependant variables. HRM practices include recruiting & staffing, training & development, performance management, compensation & benefits, employee relationship and team participation. Human resource effectiveness includes employee skill, employee behavior and motivation level. Firm performance includes subjective firm performance and sales growth rate.

This study utilized reliability analysis, descriptive statistics analysis, correlation, and analysis regression to figure out the implementation results of HRM and the influence effect of HRM practices on firm performance. Research results are listed below.

1. The ranks of implementation results of HRM practices are recruiting, compensation & benefits, employee relationship, training & development, performance management and team participation.

2. All HRM practices and human resource effectiveness have significant positive correlation with subjective firm performance, but do not have significant correlation with the growth rate of sales.

3. Employee relationship of HRM practices has a significant impact on employee skill and motivation level of human resource effectiveness. Team participation has a significant impact on employee skill, behavior and motivation level. The rest variables have no significant impact effect.

4. Team participation of HRM practice has a significant positive impact on the subjective firm performance and a negative impact on the growth rate of sales.

5. Team participation of HRM practice contributes to firm performance through the mediating effects of employee motivation level of human resource effectiveness, but no direct or mediating effect on the growth rate of sales.

並列關鍵字

Human Resource Effectiveness ； Human Resource Management Practice ； Firm Performance

參考文獻

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