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  • 學位論文

策略性人力資源管理因果模式之探討

The Study of Cause-Effect Model on Strategic Human Resource Management

指導教授 : 洪英正 張瑋倫

摘要


隨著網路時代的快速發展,資訊科技的普遍應用,傳統的組織資源在市場的競爭上已不再具有絕對的關鍵地位(Pheffer, 1994;Becker & Gerhart, 1996)。從傳統的角度來看,企業競爭優勢不外乎產品的品質、成本的控制和品牌的經營等等,但是若要形成這些優勢,「人」的因素絕對是不可或缺的。根據Barney的資源基礎觀點所主張產生持久競爭優勢的組織資源必須具備四項要件:1.具價值性(valuable) 2.稀少(rareness) 3.不易模仿(imperfect imitability) 4.無法取代( insubstitutability)。因為這樣的企業特有資源正是企業競爭優勢的來源,而競爭優勢正是企業績效產生的原因。 人力資源策略與組織策略配合,可以幫助企業利用市場機會,提昇企業內部的組織優勢,幫助企業達成其策略性目標(Lewin & Mitchell,1995)。所以以策略性的觀點來管理企業的人力資源,才能幫助企業創造績效。 本研究架構可分三大部分,第一部分探討「不同類型的組織文化」、「HR 主管的人格特質」及「主從交換關係」對「人力資源管理策略化程度」的影響;第二部分則衡量「人力資源管理策略化程度」對人力資源效能與組織績效的影響;第三部分探討「人力資源管理策略化程度」在本研究中之中介效果。 問卷調查方式採紙本及網路問卷之便利取樣,以人力資源部門中的主管職務人員為研究對象,紙本問卷共發出180份問卷,回卷有效樣本數為65份,有效回卷率36.11%。網路問卷共回收58份。總計123份。資料經由初步統計分析歸納運算出各變項值,接著,分別運用簡單迴歸、階層迴歸分析、及變異數分析探討各變數間的關係。分析結果如下:(1)組織文化及主從交換關係的品質對人力資源管理策略化程度會有顯著影響,但馬基維利主義人格特質則對人力資源管理策略化程度則沒有顯著影響。(2)人力資源管理策略化程度越高對人力資源效能、組織績效皆有正向顯著影響。(3)不同類型的組織文化、主從交換關係對人力資源效能與組織績效之影響會受到人力資源管理策略化程度的部份中介效果之影響。 本研究的貢獻在於再次確定了人力資源管理策略化程度對人力資源效能與組織績效的正向影響,以及欲提高組織之人力資源管理策略化程度則可以透過組織文化的塑造及主從交換關係品質的提昇的途徑來進行。

並列摘要


With the rapid development of the Internet era and the universal application of information technology, traditional organizational resources do not have the absolute advantage to compete in the market(Pheffer, 1994;Becker & Gerhart, 1996). By resource-based view, if an organization wants to have sustainable competitive advantage, she must have four resources elements: 1.valuableness 2.rareness 3.imperfect imitability 4. insubstitutability。Because the unique resource of the organization is the source of competitive advantage, and competitive advantage is the cause of business performance. Human resource management strategy included in organizational strategies can help organization to enhance internal advantages by taking advantage of market opportunities, and to help organization achieve their strategic objectives(Lewin & Mitchell,1995). Therefore, to manage human resources in the view of strategy can help organization to promote the performance. The content of this research can be divided into three parts. In the first part, we investigate the influences of “different types of organization culture”,“HR manager's personality traits”and “LMX(leader-member exchange relationship)” on “the strategic degree of HRM”. The second part we investigate the influences of “the strategic degree of HRM” on “HRM department's performance” and “organization performance”. The third part we test the mediator effect of “the strategic degree of HRM”on the relationship between independent variables and dependent variables. Questionnaire survey is adopted by paper and Internet routes to HRM department superintendent for this research. The effective sample size are 123, and there are 58 questionnaires were collected by Internet, other 65 are by mail . Through simple regression , hierarchical regression and ANOVA analysis, the results show that: 1. Both of different types of organizational culture and quality of LMX had a significant impact on the strategic degree of HRM. But HR managers’ personality traits didn’t have a significant impact on the strategic degree of HRM. 2.The higher the strategic degree of HRM will impact favorably on “HRM department's performance” and “organization performance. 3.The effects of “different types of organization culture” and “LMX” on “HRM department's performance” and “organization performance” are affected by “the mediator effect of the strategic degree of HRM”. The contribution of this research confirms positive effects of “the strategic degree of HRM” on “HRM department's performance” and “organization performance” once again. For this reason we should improve the strategic degree of HRM by modeling organization culture and upgrading the quality of LMX.

參考文獻


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被引用紀錄


何雅萍(2010)。業務人員人格特質與應酬行為對銷售績效影響之研究〔碩士論文,淡江大學〕。華藝線上圖書館。https://doi.org/10.6846%2fTKU.2010.00114
蔡承酉(2010)。公部門推動策略性人力資源管理之研究—以人事行政局為個案〔碩士論文,國立臺北大學〕。華藝線上圖書館。https://www.airitilibrary.com/Article/Detail?DocID=U0023-0809201014505900

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