人力資源部門跨界活動對企業採行高績效人力資源管理實務之影響

The Study of Relationship of Human Resources Boundary Spanning Activities and the Adoption of Organizational High Performance Work Practices

李虹影(Hong-Ying Lee)

指導教授 ： 劉念琪

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(2007年)

摘要

面對競爭環境的不確定，組織必須充分掌握資訊，以便快速做出決策，回應環境變化。因此，組織需透過跨疆界活動蒐集及處理環境資訊，並將資訊傳遞給決策者。許多研究已證實，組織對資訊需求會隨外部環境變化而增加，且會透過跨組織疆界領域的活動以收集、處理，並傳遞所需資訊，以降低不確定性，進而提昇整體組織績效。近年來，外部環境的不確定性也使組織認知到人力資源的複雜與專業性。因此，人力資源開始重視「策略性人力資源」，強調人力資源應由過去人事行政處理者提昇成為組織策略夥伴。人力資源人員在轉型為組織策略夥伴的過程中，必須積極參與組織變革及組織策略發展，協助組織管理經營風險。因此，人力資源部門也需對組織內外部的環境資訊進行有效的了解與運用，才能掌提昇人力資源部門對組織的價值。
本研究以上市櫃電子業及傳統製造業為問卷調查對象，共發放921 份，回收有效問卷135 份，有效問卷回收率為14.7%。主要探討人力資源部門在組織中的跨界角色及跨界功能，以及人力資源部門跨界活動對企業採行高績效人力資源管理實務的影響。研究結果為：1. 資訊取得跨界活動對招募甄選、薪酬、訓練發展、溝通及員工參與等高績效人力資源管理實務有顯著正向影響，對績效評估的影響並未顯著。2. 資訊管控跨界活動對高績效的招募甄選、績效評估、薪酬、訓練發展、溝通及員工參與等人力資源管理實務都有顯著正向影響。3. 資源輸入與控制跨界活動對高績效招募甄選、績效評估、薪酬、訓練發展、溝通及員工參與等人力資源管理實務皆呈現顯著正向影響。

關鍵字

高績效工作實務 ； 組織跨界活動

並列摘要

The organization needs to be fully informed about the environment in order to manage the uncertainty effectively. Organizations collect and handle environmental information via boundary spanning activities, and deliver the information to decision makers in the organization for timely decisions. Studies have proven that the needs for information by organizations will increase with the environmental change, and that organizations will acquire, control, and disseminate the information needed via cross boundary activities in order to reduce the uncertainty and to improve performance. The recent change in the market has resulted in a more complex environment and higher demand for human resources professionals to cope with the increasing uncertainty. As a result, “Strategic Human Resources” emerged as the focus of human sources management emphasizing that human resources as a strategic partner of the organization. To transform to the new role, human resources personnel have to actively participate in the organization change and strategic development process. Thus, it is required for human resources department to understand and manage the environmental information effectively in order to increase the value of human resources department to the organization.
The purpose of this study is to understand the boundary spanning role of human resources department in an organization, and the relationship of organizational boundary spanning activities performed by human resources department and the inclination of organization to adopt the high performance work practices (HPWPs). Sampling from 921 public traded companies from electronic and manufacturing industries, a total of 135 valid questionnaires were received, and the valid respondent rate is 14.7%. The findings from the study are: 1. The boundary spanning activities of information acquisition has positive influence on recruiting & selection, compensation, training & development, communication, and employee participation, while no significant influence on performance management practices was observed. 2. The boundary spanning activities of information control has positive influence on recruiting & selection, performance management, compensation, training & development, communication, and employee participation. 3. The boundary spanning activities of physical input control has positive influence on recruiting & selection, performance management, compensation, training & development, communication, as well as employee participation.

並列關鍵字

High performance work practices ； Organization boundary spanning

參考文獻

4. 吳秉恩，2004。「企業人力資源管理定位與功能轉型」，人力資源管理學報，第四卷第三期，1-27 頁。

6. 林義屏，民國90 年。「市場導向、組織學習、組織創新與組織績效間關係之研究–以科學園區資訊電子產業為例」，國立中山大學，博士論文。

20. 顧萱萱，蘇禎涵，2004。「製造商市場導向對其彈性績效與供應鏈關係穩定性之影響」，台灣管理學刊，第4 卷第1 期，25-42 頁。

2. 王馨，民國92 年。「文化、人格心理因素、高績效人力資源管理實務與組織績效」， 國立成功大學，碩士論文。

17. 諸承明，民國87 年。「績效評核系統內涵及其效益之研究採「期望/實際」差距分析模式」，台大管理論叢，第九卷第一期，113-152 頁。