人力資源部門學習吸收能力對組織採用高績效工作實務之影響

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陳立莊(Li-Chuang Chen) 查詢紙本館藏

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人力資源管理研究所

論文名稱

人力資源部門學習吸收能力對組織採用高績效工作實務之影響
(The impact of HR department absorptive capacity on the adoption of high-performance work practices)

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摘要(中)

高績效工作實務(HPWPs)為一系列人力資源管理實務所組成，實施高績效工作實務可以提升公司內部的溝通、整合、並促進員工和公司的績效表現(Horgan & Mühlau, 2003)。然而在實際環境裡，研究卻顯示高績效工作實務被採用的比例是很有限的，而且HR專業能力對於此過程中所扮演的角色與影響也長期被忽視。
本研究由人力資源的學習吸收能力觀點，進而探討人力資源部門與組織採用高績效工作實務間的關連性。研究針對台灣之跨國企業為樣本，共發出876份問卷並有效回收167份問卷進行分析。研究結果發現：(1) 擁有較高程度先前知識(prior knowledge)的人力資源部門之組織，其採取使用高績效工作實務之程度較高。(2) 努力程度(intensity of effort)越高之人力資源部門，其在高績效工作實務上也會有較高程度的採用。因此本研究建議組織應重視其員工之學習吸收能力，創造友善的學習氣候與環境，以鼓勵其員工進行知識的學習、吸收、分享與創造，進而增進組織之長久競爭能力與競爭優勢。

摘要(英)

High-performance work practices (HPWPs) are a bundle of human resources practices which can enhance communication and integration and improve employee and company performances (Horgan & Mühlau, 2003). However, evidence suggests that the rate of adoption of these and other type of HRM innovations is minimal because of the role of the HR practitioner in the adoption process had been neglected.
The aim of this research is to discuss the relationship between HR department and the adoption of high-performance work practices via HR department’s absorptive capacity perspective. Through the empirical investigation, the research predicted that the HR department’s prior knowledge and intensity of effort have positive connection to the usage of high-performance work practices.
This research received 167 valid questionnaires from MNC’s Taiwan subsidiaries. The result indicated that (1) HR department’s prior knowledge would positively impact the level of usage high-performance work practices. Among the variables, HR department’s qualification is significant which means that it is the foundation of the HR department absorptive capacity and would directly connect with the motivation and implementation of adopting high-performance work practices within organization. (2) HR department’s intensity of effort has positive influence on the usage of high-performance work practices. Which means an organization with high intensity of effort will create a good environment and climate, input resources, encourage the knowledge acquisition process and have better ability to control the result of the knowledge acquisition process (Popper & Lipshitz, 1998).

關鍵字(中)

★ 人力資源管理活動
★ 學習吸收能力
★ 學習氣候

關鍵字(英)

★ intensity of effort
★ prior knowledge
★ absorptive capacity
★ HRM

論文目次

Chapter 1 Introduction........................................................................1
Chapter 2 Literature Review ..............................................................3
2-1 The roles of HR department .........................................................................3
2-2 High-performance work practices ...............................................................6
2-3 Factors influence the adoption of HPWPs ................................................10
2-4 The effect of HR department on the organizational innovation. ............15
Chapter 3 Method..............................................................................23
3-1 Research structure.......................................................................................23
3-2 Participants and procedures.......................................................................24
3-3 Questionnaire design and variables definition..........................................25
3-4 Data analysis ................................................................................................30
Chapter 4 Result and Discussion......................................................32
4-1 Sample characteristic analysis....................................................................32
4-2 Correlation analysis.....................................................................................35
4-3 Regression analysis ......................................................................................37
Chapter 5 Conclusion and Suggestion .............................................41
5-1 Conclusion ....................................................................................................41
5-2 Limitation .....................................................................................................43
5-3 Future direction implication.......................................................................43
5-4 Managerial meanings ..................................................................................44
References................................................................................................46

參考文獻

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指導教授

劉念琪(Nien-Chi Liu)

審核日期

2006-1-24

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