The Relationships between High Performance Human Resource Practices and Organizational Climate

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莊堯巽(Yao-Hsun Chuang) 查詢紙本館藏

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人力資源管理研究所

論文名稱

(The Relationships between High Performance Human Resource Practices and Organizational Climate)

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摘要(中)

高績效人力資源管理活動為影響組織績效的重要因素，而組織氣候被視為扮演中介功能的角色 (Bowen & Ostroff, 2004; Collins & Smithe, 2006)。組織氣候扮演著影響成員工作行為的重要角色，其中創新、信任、合作、支持型氣候能促進員工產生更佳的工作行為。人力資源管理活動形塑出的組織氣候將形成難以模仿且鑲嵌於組織中的社會複雜性(social complexity)，為競爭優勢的來源之一。
本研究欲探討高績效人力資源管理活動與組織氣候間之關聯性，並以2009年台灣IC設計產業之92家上市櫃公司為樣本。在高績效人力資源管理活動部分取得27份有效樣本，並在組織氣候部分取得467份有效樣本進行配對分析，其結果如下：
1. 採取加強動機的人力資源管理活動(內部升遷、激勵性薪資)將有助於提升創新、信任、合作、支持型氣候感知。
2. 採取加強賦權的人力資源管理活動(溝通、參與與團隊合作)將有助於提升信任、合作、支持型氣候感知。
3. 採取加強技能的人力資源管理活動(招募甄選、訓練發展)對於創新、信任、合作、支持型氣候感知有負面的影響。
4. 組織實行人力資源管理活動將同時產生不同面向的氣候感知。
關鍵字：高績效人力資源管理實務、組織氣候、創新氣候、信任、合作氣候、支持氣候。

摘要(英)

High performance HR practices is the crucial factor of influencing organizational performance, and organizational climate plays the mediating role in this HR-Firm performance relationships (Bowen & Ostroff, 2004; Collins & Smithe, 2006). Organizational climate can influence employees’ work outcomes, as well as innovative, trust, cooperative, supportive climate can act as facilitators in improving employees’ work outcomes. Organizational climate resulting from HR practices will become a social complexity that is hard to duplicate and embedded in the organization is the source of competitive advantages.
The relationships between high performance HR practices and organizational climate are examined in this study. There are 92 IC design house companies listed in Taiwan Stock Exchange (TSE) and traded over the counter (OTC) are chosen as subjects. There are 27 valid samples in survey of high performance HR practices, and 467 valid samples in the survey of organizational climate. The results are as following.
1. Motivation-enhancing HR practices will enhance innovative, trust, cooperative, and supportive climate.
2. Empowerment-enhancing HR practices will enhance trust, cooperative, and supportive climate.
3. Skill-enhancing HR practices will have negative impacts on innovative, trust, cooperative, and supportive climate.
4. Organizations conduct HR practices will simultaneously influence multiple dimensions of organizational climate.
Key words： High performance HR practices, Organizational climate, Innovative climate, trust, cooperative climate, Supportive climate.

關鍵字(中)

★ 高績效人力資源管理實務
★ 組織氣候
★ 創新氣候
★ 支持氣候
★ 信任
★ 合作氣候

關鍵字(英)

★ Supportive climate
★ cooperative climate
★ trust
★ Innovative climate
★ Organizational climate
★ High performance HR practices

論文目次

Chapter 1 Introduction 1
Chapter 2 Literature Review 4
2.1 Human Resource practices 4
2.1.1 Human Resource practices and organizational performance 4
2.1.2 Definition of High Performance HR Practices 5
2.2 Organizational Climate 7
2.2.1 Definition of organizational climate 7
2.2.2 Innovative Climate 9
2.2.3 Trust 11
2.2.4 Cooperative climate 12
2.2.5 Supportive climate 13
2.3 The Relationships between HR Practices and Organizational climate 14
2.3.2 High Performance HR Practices and Trust 18
2.3.3 High Performance HR Practices and Cooperative Climate 20
2.3.4 High Performance HR Practices and Supportive Climate 22
Chapter 3 Research Design and Methods 25
3-1 Research Framework 25
3-2 Data Collection 25
3-3 Instruments 26
3-3-1 Questionnaire Design 26
3-3-2 Measures and Operational Definition 27
3-3-2-1 Independent Variables 27
3-3-2-2 Dependent Variables 27
3-3-2-3 Control Variables 28
3-4 Data Analysis 28
3-4-1 Descriptive statistics analysis 28
3-4-2 Reliability analysis 28
3-4-3 Validity analysis 28
Chapter 4 Results and Discussion 30
4-1 Characteristics of samples 30
4-2 Reliability Analysis 32
4-3 Correlation analysis 34
4-4 Regression analysis 36
4-4-1 High performance HR practices and Innovative climate 36
4-4-2 High performance HR practices and Trust 36
4-4-3 High performance HR practices and Cooperative climate 37
4-4-4 High performance HR practices and Supportive climate 37
4-5 Discussion 41
Chapter 5 Conclusion and Implications 49
5-1 Conclusion 49
5-2 Limitations and Future Research Suggestion 54
5-3 Managerial Implications 55
Reference 58
Lists of Figures
Figure 1 Research Framework 26
Lists of Tables
Table 1 Frequency distribution table of the sample characteristics 32
Table 2 The reliability of High performance HR practices 34
Table 3 The reliability of Psychological climate 34
Table 4 Means, Standard Deviations, and Correlations (N=467) 36
Table 5 Results of Regression Analysis of “high performance HR practices” 40
and “Innovative Climate” and “Trust” 40
Table 6 Results of Regression Analysis of “high performance HR practices” 41
and “Cooperative Climate” and “Supportive Climate” 41
Table 7 Relationships between variables 42
Table 8 Results of research hypotheses 1 and 2 51
Table 10 Results of research hypotheses 3 and 4 52

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指導教授

劉念琪(Nien-Chi Liu)

審核日期

2009-7-7

推文