| 摘要: | 本研究以傳統產業之A醫療器材製造公司的人員為研究對象，探討主管與部屬交換關係品質與人力資源管理措施完善的認知對工作投入與工作績效的影響，藉以協助企業在擬定或導入人力資源管理措施，與主管與部屬交換的品質關係規劃適當的管理措施與作法，並針對組織發展需求以提昇或維持較佳的績效。 研究的目的，主要在探討主管與部屬交換關係、人力資源管理措施認知、員工工作投入、工作績效之間的關係，同時探討主管與部屬交換關係與人力資源管理措施認知是否會透過工作投入的中介作用，而影響員工的工作績效，以及不同的主管與部屬交換關係、員工投入及工作績效上是否有顯著的差異。因此主要研究目的在於: 一、探討主管與員工交換關係的品質對工作投入與工作績效的影響。二、探討不同的人力資源管理措施認知對工作投入與工作績效之影響。三、探討工作投入對工作績效的影響。研究以A醫療器材製造公司從業人員為抽樣對象。共發出200 份問卷，回收135 份，去除無效問卷13份，有效問卷為122份。研究發現如下： 1.主管與部屬關係與員工工作投入有正向關連，主管與部屬交換關係品質愈好，將有效提昇員工工作績效，與工作投入是正向關連，對工作績效之間呈現顯著正相關。 2.人力資源管理措施其中招募與甄選、訓練與職涯發展、績效管理評估、薪資福利與員工關係對員工之工作投入是正向關連。對於工作投入而言，員工愈認同訓練與升遷發展制度愈公平公正，對工作投入則是顯著正相關的影響。 3.人力資源管理措施中，訓練與職涯發展與工作績效之間呈現顯著之正相關。而招募甄選、績效評估與管理、薪資福利認知、員工關係與工作績效之間呈現正相關。對於工作績效-合作滿意方面而言，員工知覺人力資源管理措施制度愈完善，其工作績效將愈佳。對於工作績效-目標達成率方面而言，員工知覺人力資源管理措施制度愈完善，其工作績效將愈佳。要提昇工作績效，除了直接規劃提昇工作績效的措施外，亦可藉著提昇工作投入來提昇工作績效，從第四章迴歸分析的結果可知，工作投入對工作績效之間呈現顯著正相關，即工作愈投入、工作績效愈佳。藉此達成人力資本的增值最為明顯與直接。 4.工作投入對工作績效之間呈現顯著正向影響關係。即工作愈投入、工作績效愈佳。主管與部屬交換關係品質愈佳，其工作績效愈好，知覺訓練與職涯發展制度愈佳，其工作績效也會愈佳，但二者也會透過工作投入的中介作用而提昇其工作績效。因此，可透過提高工作投入間接提高工作績效。The purposes of this study are to explore the quality between Leader-Member Exchange relationships and to measure the level of perfection of human resource management practices to study the impact on the job involvement and job performance. Assist an organization to select or to implement the suitable human resource managerial methods for the needs of organizational development in order to improve or maintain a better performance. The objectives of the study are aimed to explore the quality between Leader-Member Exchange relationships; the recognition of human resource practices、the relation influence between job involvement and job performance，at the meantime to study the relationship between Leader-Member Exchange and practices of human resource management whether are put through the intermediary of job involvement , and affect their job performance, and a different leader and member exchange relations, employee involvement and job performance, on whether there are significant differences. Therefore the main purpose of the study：(1) To explore the quality between leader and members exchange relationships on job involvement and job performance. (2) To discuss the different cognitive of various human resource practices on the job involvement and influence. (3) To study job involvement influence on job performance. The research targets on of all employees of A medical equipments firm in the traditional industry. Issued a total of 200 questionnaires, recycled 135, remove invalid questionnaire 13, the valid questionnaire is 122. The findings of the study are as follows: 1. Leader-Member Exchange relationships and job involvement are positive correlation. When the exchange quality is better, it will enhance staff performance, and job involvement is positively related to work performance showed a significant positive correlation 2. Human resource management practices are including recruitment and selection, training and career development, performance management, compensation and benefits, and employee relations are positive correlation to the employee job involvement. For job involvement, staff recognized training and career development practice more fair and equitable the level of job involvement is a significant positive correlation affect. 3. Human resource management practices, training and career development and job performance showed a significant positive correlation. The recruitment selection, performance management, compensation and benefits recognition, employee relations are a positive correlation to the job performance. For job performance - in terms of cooperation satisfaction, employee perceptions of human resource management practices more perfect, the staff performance will be better. The performance - in terms of goal achievement rates, staff perception of human resources management practices, the more perfect, its performance will be better. To improve performance, In addition planning to enhance job performance directly, it also can be by enhance job involvement。From Chapter IV regression analysis results, job involvement on job performance showed a significant positive correlation, the work of more involve, the higher performance. It can be achieved the added value of human capital the most obviously and directly. 4. Job involvement on job performance showed a significant positive correlation. More involvement is higher performance. The quality of Leader-Member Exchange is better ,the staff job performance is better，perceived training and career development practice is better, its performance will be better, but they both will put through job involvement the intermediary role to upgrade its performance . Therefore, by enhance the job involvement to improve job performance. |
