工作與家庭方案對組織績效的影響

以作者查詢圖書館館藏

、以作者查詢臺灣博碩士

、以作者查詢全國書目

、勘誤回報

、線上人數：37

、訪客IP：18.116.52.45

姓名

王志袁(Chih-yuan Wang) 查詢紙本館藏

畢業系所

人力資源管理研究所

論文名稱

工作與家庭方案對組織績效的影響
(The Impact of Work-Family Policies on Organizational Performance)

相關論文

★ 空服員之工作特性、工作壓力源與個人壓力反應	★ 人力資源管理活動對員工離職意願之影響- 以工作滿意度為中介變項
★ 直線主管之管理訓練與其參與人力資源管理活動之關聯	★ 直線經理參與人力資源管理活動之影響因素探討
★ 員工風險承擔對個人持股意願之影響	★ 人力資本投資、知識分享與組織績效之關聯
★ 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	★ 賦權感知、工作滿意、組織承諾與服務行為之相關性研究―以某連鎖便利商店為例
★ 業務代表人格特質與核心職能對績效影響的探討 —以某藥廠為例	★ 實施利益分享制度對心理賦權感及工作滿意之影響
★ 員工股票獎酬對員工心理所有權之影響---以內外控人格特質為干擾變項	★ 組織氣候感知、組織承諾與組織公民行為之關聯
★ 人力資源高績效工作實務、創新氣候與組織績效之關聯－以IC設計產業為例	★ 高績效工作實務對員工知識分享行為之影響 -
★ 人格特質與工作績效之關係研究─以航空服務業空服人員為例	★ 員工對功能彈性氣候的感知對工作滿意度的影響以工作自主與工作要求為中介變項

檔案

[Endnote RIS 格式]

[Bibtex 格式]

[相關文章]

[文章引用]

[完整記錄]

[館藏目錄]

至系統瀏覽論文 ( 永不開放)

摘要(中)

近來企業為提高其競爭力，開始導入許多新興的管理實務。其中，參與管理被認為是相當重要且能有效提升組織績效的重要管理工具之一。然而，參與管理在無形之中也增加了員工在工作上的壓力與負擔，甚至影響其工作與家庭間的平衡。因此，本研究認為同時導入工作與家庭平衡政策能有效降低參與實務的負面影響，並提升整體組織經營績效。
本研究透過調查法，針對台灣1239家上市櫃企業進行問卷調查，探討參與管理、工作與家庭平衡政策、以及兩者之間的交互作用效果。在203份有效問卷中，驗證了部分假設，如參與管理與員工知覺組織績效間存在正向效果，以及工作與家庭政治對於參與管理與勞動生產力之間存在顯著的干擾效果。

摘要(英)

Nowadays organizations have introduced a series of innovative human resource management practices to improve their competitiveness. One of the most important practices is participatory management. Although many studies indicate a positive relationship between participatory practices and organizational performance, these practices may also increase time pressure, work demands, and workload on employees. On the other hand, this research considers that the implementation of work-family policies may diminish the side effects of participation and augment organizational performance through the interaction between them.
Therefore, this study examined the impact of participatory practices, work-family policies, and synergies between these two practices on organizational performance. Results from a data set of 203 Taiwanese public-traded firms suggest that participatory practices have significantly positive effects on perceived organizational performance. In addition, there are significant interaction effects that participatory practices have stronger positive impacts on labor productivity when firms also adopt extensive work-family policies.

關鍵字(中)

★ 策略性人力資源管理
★ 組織績效
★ 工作與家庭衝突
★ 工作與家庭平衡政策
★ 參與管理

關鍵字(英)

★ Strategic Human Resource management
★ Organizational Performance
★ Work-Family Conflicts
★ Work-Family Policies
★ Employee Participation

論文目次

摘要 …………………………………………………………. i
ABSTRACT …………………………………………………………. ii
Index of Contents ……………………………………………………... iii
List of Figures …………………………………………………………. iv
List of Tables …………………………………………………………. v
一、 INTRODUCTION……………………………………… 1
二、 LITERATURE REVIEW AND RESEARCH HYPOTHESES………………………………………...... 5
2-1 Employee Participation and Organizational Performance………… 5
2-2 Work-Family Conflict……………………………………………... 7
2-3 Work-Family Policies……………………………………………... 9
2-4 Work-Family Policies and Organizational Performance…………... 13
三、 METHODOLOGY……………………………………… 18
3-1 Research Framework…………………………………………….... 18
3-2 Data……………………………………………... ………………... 18
3-3 Measures……………………………………………....................... 19
3-4 Analysis……………………………………………………………. 22
四、 RESULTS……………………………………………….. 23
4-1 Descriptive Statistics and Correlations……………………………. 23
4-2 Regression Analysis……………………………………………...... 25
五、 DISCUSSION AND CONCLUSIONS…………………. 30
5-1 Discussions…………………………………………….................... 30
5-2 Limitations and Future Research………………………………….. 31
5-3 Conclusions……………………………………………................... 32
References …………………………………………………………... 33

參考文獻

Adams, G. A., King, L. A., & King D. W. 1996. Relationships of job and family involvement, family social support, and work-family conflict with job and life satisfaction. Journal of Applied Psychology, 81: 411-420.
Allen, T. D., Herst, D. E. L., Bruck, C. S., & Sutton, M. 2000. Consequences associated with work-to-family conflict: A review and agenda for future research. Journal of Occupational Health Psychology, 5(2): 278-308.
Anderson, S. E., Coffey, B. S., & Byerly. 2002. Formal organizational initiatives and informal workplace practices：Links to work-family conflict and job-related outcomes. Journal of Management, 28(6): 787- 810.
Bailey, W. T. 1991. Fathers’ involvement in their children’s healthcare. Journal of Genetic Psychology, 152: 289-293.
Barley, S. R., & Tolbert, P. S. 1997. Institutionalization and structuration: Studying the links between action and institution. Organization Studies, 18(1): 93-117.
Barney, J. 1991. Firm resources and sustained competitive advantage. Journal of Management, 17(1): 99-120.
Barney, J., Wright, M., & Ketchen, Jr. D. J. 2001. The resource-based view of the firm: Ten years after 1991. Journal of Management, 27(6): 625-641.
Batt, R., & Valcour, P. M. 2003. Human resources practices as predictors of work-family outcomes and employee turnover. Industrial Relations, 42(2): 189-220.
Becker, B. E., & Huselid, M. A. 1998. High performance work systems and firm performance: A synthesis of research and managerial implications. In K. M. Rowland & G. R. Ferris (Eds.), Research in Personnel and Human Resources Management, 53-101. Greenwich, CT: JAI.
Beutell, N. J., & Greenhaus, J. H. 1980. Some sources and consequences of inter-role conflict among married women. Proceeding of the annual meeting of the Eastern Academy of Management, 17: 2-6.
Blau, P. M. 1977. Inequality and Heterogeneity. New York: Free Press.
Bloom, N., Kretschmer, T., & Reenen, J. V. 2006. Work life balance, management practices and productivity. Centre for Economic Performance.
Budd, J. W., & Mumford, K. A. 2006. Family-friendly work practices in Britain: Availability and perceived accessibility. Human Resource Management, 45(1): 23-42.
Cappelli, P., & Rogovsky, N. 1994. New York systems and skill requirements. International Labour Review, 2: 205-220.
Christensen, K. E., & Staines, G. L. 1990. Flextime: A viable solution work/family conflict? Journal of Family Issues, 4:455-477.
Clifton, T. J., & Shepard, E. 2004. Work and family programs and productivity: Estimates applying a production function model. International Journal of Manpower, 25(8): 714-728.
Cotton, J. L., Vollrath, D. A., Froggatt, K. L., Lengnick-Hall, M. L., & Jennings, K. R. 1988. Employee participation: Diverse forms and different outcomes. Academy of Management Review, 13(1): 8-22.
Council of Labor Affairs, Executive Yuan, Taiwan, 2002. Yearbook of Labor Statistics.
Dachler, H. P., & Wilpert, B. 1978. Conceptual dimensions and boundaries of participation in organizations: A critical evaluation. Administrative Science Quarterly, 23: 1-39.
Dalton, D. R., & Mesch, D. J. 1990. The impacts of flexible scheduling on employee attendance and turnover. Administrative Science Quarterly, 35: 370-387.
Datta, D. K., Guthrie, J. P., & Wright, P. M. 2005. HRM and labor productivity: Does industry matter? Academy of Management Journal, 48(1): 135-145.
Delaney, J. T., & Huselid, M. A. 1996. The impact of human resource management practices of organizational performance. Academy of Management Journal, 39(4): 949-969.
Delery, J. E. & Doty, D. H. 1996. Modes of theorizing in strategic human resource management: Tests of universalistic, contingency, and configurational performance predictions. Academy of Management Journal, 39(4): 802-835.
DiMaggio, P. J., & Powell, W. W. 1983. The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields. American Sociological Review, 48(2): 147-160.
Directorate-General of Budget, Accounting and Statistics, Exeuctive Yuan, R.O.C. (Taiwan). 2006. Images of Women.
Dreher, G. F. 2003. Breaking the glass ceiling: The effects of sex ratios and work-life programs on female leadership at the top. Human Relations, 56(5): 541-562.
Ezra, M., & Deckman, M. 1996. Balancing work and family responsiveness: Flextime and child care in the federal government. Public Administration Review, 56(2): 174-179.
Galinsky, E., Bond, J., & Friedman, D. 1993. The changing workforce: Highlights of the national study. New York: Families and Work Institute.
Glass, J. L., & Fujimoto, T. 1995. Employer characteristics and the provision of family responsive policies. Work and Occupations, 22(4): 380-411.
Godard, J. 2001. High performance and the transformation of work? The implications of alternative work practices for the experience and outcomes of work. Industrial and Labor Relations Review, 54(4): 776-805.
Goff, S. J., Mount, M. K., & Jamison, R. L. 1990. Employer supported child care, work/family conflict, and absenteeism: A field study. Personnel Psychology, 43: 793-809.
Goodstein, J. D. 1994. Institutional pressures and strategic responsiveness: employer involvement in work-family issues. Academy of Management Journal, 37(2): 350-382.
Greenhaus, J. H., & Beutell, N. J. 1985. Sources of conflict between work and family roles. Academy of Management Review, 10:76-88.
Greenhaus, J. H., & Parasuraman, S. 1999. Research on work, family, and gender: current status and future directions. Handbook of Gender and Work. Powell GN(ed.). Sage: Thousand Oaks, CA: 391-412.
Grover, S. L., & Crooker, K. J. 1995. Who appreciates family-responsive human resource policies: The impact of family-friendly policies on the organizational attachment of parents and non-parents. Personnel Psychology. 48(2): 271-288.
Guthrie, J. P. 2001. High-involvement work practices, turnover, and productivity: Evidence from New Zealand. Academy of Management Journal, 44: 180-190.
Haat, J. M., & Spell, C. S. 2004. Programme knowledge and value of work-family practices and organizational commitment. International Journal of Human Resource Management, 15(6): 1040-1055.
Hamilton, B. H., Nickerson, J. A., & Owan,H. 2003. Team incentives and worker heterogeneity: An empirical analysis of the impact of teams on productivity and participation. Journal of Political Economy, 111(3): 465-498.
Herman, J. B., & Gyllstrom, K. K. 1977. Working men and women: inter- and intra-role conflict. Psychology of Women Quarterly, 1: 319-333.
Huselid, M. A. 1995. The impact of human resource management practices on turnover, productivity, and corporate financial performance. Academy of Management Journal, 38: 635-672.
Johnson, A. A. 1995. The business case for work-family programs. Journal of Accountancy, 180(2): 53-58.
Jones, D. C., & Kato, T. 2005. The effects of involvement on firm performance evidence from an econometric case study. William Davidson Institute Working Paper, 612.
Kanter, R. M. 1977. Some effects of proportions on group life: Skewed sex ratios and responses to token women. American Journal of Sociology, 82, 965–90.
Kato, T., & Morishima, M. 2002. The productivity effects of participatory employment practices: Evidence from new Japanese panel data. Industrial Relations, 41(4): 487-520.
Konrad, A. M., & Mangel, R. 2000. The impact of work-life programs on firm productivity. Strategic Management Journal, 21(12): 1225-1237.
Kossek, E. E., & Nichol, V. 1992. The effects of on-site child care on employee attitudes and performance. Personnel Psychology, 45(3):485-509.
Kossek, E. E., & Ozeki, C. 1998. Work-family conflict, policies, and the job0life satisfaction relationship: A review and directions for organizational behavior-human resource research. Journal of Applied Psychology, 83: 139-149.
Kush, K. S., & Stroh, L. K. 1994. Flextime: Myth or reality? Business Horizons, 37: 51-55.
Lambert, S. J. 2000. Added benefits: The link between work-life benefits and organizational citizenship behavior. Academy of Management Journal, 43(5): 801-815.
Lawler, E. E. III. 1986. High-involvement management: Participative strategies for improving organizational performance. San Francisco: Jossey-Bass.
Looise, J. K., & Drucker, M. 2002. Employee participation in multinational enterprises: The effects of globalisation on Dutch works councils. Employee Relations, 24: 29-52.
MacDuffie, J. P. 1995. Human resource bundles and manufacturing performance: Organizational logic and flexible production systems in the world auto industry. Industrial & Labor Relations Review, 48: 197-221.
Major, V. S., Klein, K. J., & Ehrhart, M. G. 2002. Work time, work interference with family, and psychological distress. Journal of Applied Psychology, 87(3): 427-436.
Marquart, J. 1991, How does the employer benefit from child care? In J. S. Hyde and M. J. Essex (eds.), Parental Leave and Child Care. Philadelphia: Temple University Press.
Meyer, J., & Rowan, B. 1977. Institutionalized organizations: Formal structure as Myth and Ceremony. American Journal of Sociology, 83: 340-363.
Meyer, C. S., Mukerjee, S., & Sestero, A. 2001. Work-family benefits: Which ones maximize profits? Journal of Management Issues, 8(1): 28-44.
McFarland, L. A. 2004. Work-Family balance. Industrial-Organizational Psychologist, 41(4): 47-53.
McNabb, R., & Whitfield, K. 1998. The impact of financial participation and employee involvement on financial performance. Scottish Journal of Political Economy, 45(2): 171-187.
Mitchell, T. R., Charles, M. S., & Stan, E. W. 1975. Locus of control: Supervision and work satisfaction. Academy of Management Journal, 18: 623-631.
Neal, M. B., Chapman, N. J., Ingersoll-Dayton, B., & Emlen, A. C. 1993. Balancing work and caregiving for children, adults and elders. Newbury Park, CA: Sage.
Osterman, P. 1995. Work/family programs and the employment relationship. Administrative Science Quarterly, 40(4): 681-700.
Ohkusa, Y., & Ohtake, F. 1997. The productivity effects of information sharing, profit sharing and ESOPs. Journal of the Japanese and International Economies, 11: 385-402.
Parasuraman, S., & Simmers, C. A. 2001. Type of employment, work-family conflict and well-being: A comparative study. Journal of Organizational Behavior, 22: 551-568.
Perry-Smith, J. E., & Blum T. C. 2000. Work-family human resource bundles and perceived organizational performance. Academy of Management Journal, 43(6): 1107-1117.
Pfeffer, J. 1994. Competitive advantage through people. Boston: Harvard Business School Press.
Poelmans, S., Chinchilla, N., & Cardona, P, 2003. The adoption of family-friendly HRM policies: Competing for scarce resources in the labour market. International Lournal of Manpower, 24(2): 128-147.
Poelmans, S., & Sahibzada, K. 2004. A multi-level model for studying the context and impact of work-family policies and culture in organizations, Human resource management review, 14: 409-431.
Ramsey, H., Scholarios, & D. Harley, B. 2000. Employee and high performance work systems: Testing inside the black box. British Journal of Industrial Relations, 38: 501-531.
Salancik, R. P., & Pfeffer, J. 1978. A social information processing approach to job attitudes and task design. Administrative Science Quarterly, 23:224-253.
Scandura, T. A., & Lankau, M. J. 1997. Relationships of gender, family responsibility and flexible work hours to organizational commitment and job satisfaction. Journal of organizational behavior, 18: 377-391.
Shellenbarger, S. 1997, January 29. New job hunters ask recruiters: Is there a life after work? Wall Street Journal, B1.
Snell, S. A., & Dean, Jr. J. W. 1992. Integrated manufacturing and human resource management: A human capital perspective. Academy of Management Journal, 35(3): 467-504.
Thomas, L. T., & Ganster, D. C. 1995. Impact of family-supportive work variables on work-family conflict and strain: A control perspective. Journal of Applied Psychology. 80: 6-15.
Tolbert, P. S., Graham, M. E., & Andrews, A. O. 1999. Group gender composition and work group relations: Theories, evidence, and issues. In G.N. Powell (Ed.), Handbook of gender and work. Thousand Oaks, CA: Sage Publications.
Wagner, J. A. III. 1994. Participation effects on performance and satisfaction: A reconsideration of research evidence. Academy of Management Review, 19(2): 312-330.
Williams, J. 2000. Unbending gender: Why family and work conflict and what to do about it. Oxford, UK: Oxford University Press.
Zwick, T. 2004. Employee participation and productivity. Labour Economics, 26: 715-740.

指導教授

劉念琪(Nien-chi Liu)

審核日期

2008-7-4

推文