| 摘要: | 高科技為首的產業航向和知識創新的管理浪潮，把組織核心競爭力帶向一塊知識經濟的新大陸，科技能力的創造和成長成為企業根植沃土的絕對必要條件，因此身為組織知識載體的高科技研發人員，如何在組織內藉由高績效人力資源管理來達成知識創新的活動，是本研究主要動機，其次，研發人員之內隱知識若無法外顯分享，則無法達到知識流動與創新的目的，因此本研究意欲瞭解人力資源活動對高科技研發人員知識分享行為的影響。 本研究經文獻探討歸納後以訓練活動、薪資獎酬、績效評估、生涯管理、溝通、工作設計作為人力資源活動研究變項，並將工作設計切割為工作輪調、工作參與及工作互動三個構面，其次進一步探討人力資源活動是否會先影響研發人員對本身知識分享意願與分享能力的感知，而後分享意願與分享能力再影響其知識分享行為，以瞭解分享意願和能力的中介效果。 本研究對三家高科技電子業研發人員發出400份問卷，回收有效問卷147份，回收樣本以知識分享行為作依變項，並將個人變項置入控制變項，人力資源活動作為自變項，進行層級迴歸分析，以進一步驗證假設。本研究結果指出教育訓練、績效評估以及工作輪調三項能力提升型的人力資源活動，對知識分享行為有正向影響，而薪資獎酬、生涯規劃、溝通、工作參與及工作互動的意願提升型人力資源活動的影響則不顯著；其次，迴歸模型分析中發現：知識分享能力與分享意願對人力資源活動提升分享行為有部分中介效果，其中以教育訓練與績效評估表現顯著，而工作輪調則可能因為本身有某種強制性的管理意涵，不論分享能力與意願是否夠強，都需將所知釋出以完成工作交接，因此並不透過分享意願與分享能力的中介而直接造成分享行為的影響；最後，結果顯示知識分享能力認知比分享意願對分享行為的正向影響大，可能是高科技電子業重視具體產出的客觀成果，使得研發人員縱有分享意願，但若認為分享能力不足以展現成果時，將不會從事知識分享，反之，若認為其分享能力越好，愈會展現分享行為。 The course of high-tech business and the tide of knowledge management bring organization’s core competitive advantages to a new world of knowledge economics. The essential term to keep organization’s advantages is creativity. The purpose of this study is to understand the relationship between high performance practices of human resource management and Rand D staffs’ behavior of knowledge sharing. This study set training, compensation, performance appraisal, career management, communication and job design as the variables of HRM practices. Moreover, job design is catalogued to 3 factors under analysis, names given as job rotation, job involvement and contact. Besides, we consider the willing and the ability of knowledge sharing as mediating variables. The mediating role of willing and ability in the relationships between HRM practices and knowledge sharing behaviors is explored. Research results from the survey of 400 RandD employees of high-tech business, the return of 147 effective copies were analyzed by means of using hierarchical regression analysis. We found training, performance appraisal and job rotation have significantly positive effect on knowledge sharing behavior, and compensation, career management, communication, job involvement and contact have no significantly effect. Besides, the ability of knowledge sharing and the willing of knowledge sharing have partly mediating effect to increase sharing behavior, moreover, training and performance appraisal show significantly effect. Job rotation doesn’t show significantly effect, and the possible reason is job rotation should has compelling implication to make employees release their know-how to hand over their job to others, no matter how is the strength of sharing ability and sharing willing. Therefore, the ability of knowledge sharing and the willing of knowledge sharing don’t have mediating effect in the relationship between job rotation and sharing behavior. Lastly, the result of this study shows the cognition of sharing ability has more positive effect to sharing behavior than the one of sharing willing, and the result tells us a possibility, the high-tech business emphasize specific result of productivity and if RandD employees don’t have enough self efficacy toward sharing ability then they won’t show sharing behavior, even they have strong sharing willing, on the contrary, the more the sharing ability RandD employees have, the more the sharing behavior they will show. |
