| 摘要: | 研究期間：10108~10207;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. |
