| 摘要: | 這兩年的計畫，主要以雙元管理(dualities management)角度出發，探索管理活動雙元影響及管理雙元難題之組織問題。本計畫以雙元管理的邏輯及管理觀點為基礎，探討人力資源彈性所產生的雙元難題，及管理如何應用互補(complementarities) 的概念加以因應。而其中人力資源彈性是由組織結構中重要的措施-團隊設計(work team design)所帶出的組織效應。因此本研究也可以廣義的視為一個組織結構(organizing)的主題在第一年的計畫中，主要先由人資活動本身所創造出的雙元難題為切入探討點，也就是人力資源彈性如何影響個人工作家庭衝突與個人福祉。計劃書中指出，由團隊設計所帶出的人力資源彈性，其實對員工有正反兩項作用力。也就是以團隊工作型態在增加彈性效益時，一方面對員工有正向的工作自主效益，但另一方面也以員工的時間與工作密度做為代價。而本年度將希望實證這樣的雙元效應的存在。而伴隨著過去在策略人資的研究思惟，在第二年研究計畫中，則以工作團隊設計及人力資源彈性為核心，探討其雙元效應的可能影響下，組織若有採用互補性的人力資源管理活動，應會明顯看到綜效的產生。而這裡所謂互補性的由來，則是由人力資源彈性所需的交換契約型態做為思考的出發點，往前衍生到會帶出社會交換感知的人力資源活動與工作團隊的人力資源彈性互補效應驗證。而過去研究發現，影響組織內社會交換氣候的人力資源活動，並不僅只於工作家庭措施而已，其他相關的人資活動，如薪酬、升遷及工作安全，對於公司內社會交換氣候的形成也有重要的影響，因此本研究希望進一步檢驗團隊工作設計與主要形成社會交換氣候的各項人力資源活動（薪酬、升遷、工作安全….）之互補性。更希望藉由實證資料蒐集相關團隊及組織層級資料，藉以驗證這樣的策略人資黑盒子裡的未解現象，應可用雙元管理的角度切入，並進一步在理論上有進一步的推展。 Understanding and managing dualities correspond to tough challenges in organization and human resource management theories and practices. This two years’ study should provide more insights about the process of dualities management on organizational structuring. We hope our empirical evidences can expand our understandings that new forms of organizing are supplementing in nature. In addition, we hope our studies can provide evidences that new forms of organization (e.g. work team design in our case) are placing added demands on the information processing capabilities of individuals and groups in complex organizations (Sanchez-Runde and Pettigrew, 2003). We choose a core element of organization of work, work team design, and its relevant impact, human resource flexibility, to explore the dual impacts on individual and organizational outcomes. The year-one’s study will explore the impacts of human resource flexibilities on employees’ work-family conflict and wellbeing. As a belief in prior researchers that HR flexibility can enhance employees’ autonomy and involvement over the job to improve employees’ quality of work life (Clark, 2001; Parker, Wall, & Jackson, 2001), still, some argue that HR flexibility does not always promote employees’ well being but lead to work intensification (Green, 2001). In particular, prior studies show mixed results on the effects of HR flexibilities on individuals’ work-family balance and wellbeing (Cappelli & Neumark, 2004). Therefore, it calls for more theoretical arguments and empirical evidences on investigating this issue. Thus, to understand the dualities of human resource flexibility on work family balance and wellbeing better should help for future research which lies in looking at the differences in the pace of executing work team activities. In the year-two study, we hope to develop a more in-depth understanding of the complementarities between HR practices through the dualities management lens. We will try to review the relevant theories of work team design and to identify the possible dualities it may cause (though the proposal focuses on the dualities tested in year-one study). It will be interesting to investigate whether the other human resource practices which are assumed to promote social exchange climate can also have synergies with work team design on organizational performance. According to prior literature, several human resource practices, such as compensation, promotion, job security, and stress relief practices, can positively foster social exchange climate in the organization. We plan to empirically investigate whether the synergies effects between these HR practices and work team design due to supplementing logic of organizing as dualities management perspective suggested. Then it will make a real progress of SHRM research to build up a theoretical foundation for the existence of complementarities argument. In detail, we may also provide more insights to unpack the black box of the synergic effects of work team design and other complementary HR practices on organizational performance. 研究期間：10008 ~ 10107 |
