博碩士論文 102427014 詳細資訊




以作者查詢圖書館館藏 以作者查詢臺灣博碩士 以作者查詢全國書目 勘誤回報 、線上人數:15 、訪客IP:3.128.206.122
姓名 顏秀穎(Hsiu-ying Yen)  查詢紙本館藏   畢業系所 人力資源管理研究所
論文名稱 員工知覺高績效工作系統與員工績效之後設分析
(A Meta-analysis Study of The Relationship of Perceived High Performance Work System and Job Performance)
相關論文
★ 人格特質對工作績效影響之探討-以F銀行財富管理事業群人員為例★ 護理人員的人格特質與工作滿意及工作績效之關係—以工作壓力為調節變項
★ 護理人員之工作壓力、工作動機、工作滿意與工作績效的影響-以某公立醫院為例★ 心理契約與勞雇關係之關聯性探討
★ 情緒智力對工作動機、工作滿意及工作績效之影響-以人力資源工作者為例。★ 社會人際行為模式測驗與工作績效間關連性之探討
★ 財務與非財務獎酬對工作動機與工作滿意度之干擾研究-以M直銷公司為例★ 薪酬制度與員工績效表現之個案研究
★ 領導行為、員工創新行為及績效表現關聯性之個案探討★ 高科技廠商薪資策略與離職率關係之探討
★ 人力資源管理系統與組織文化之交互作用對組織績效的影響★ 情境式與行為描述式結構性面談之比較研究
★ 日薪人員與月薪人員之工作動機傾向對其工作績效與工作滿意之影響★ 本地員工人格特質與對外派人員的利他行為、互動適應之關連探討
★ 五大人格量表的效用分析—以Taylor-Russell、Naylor-Shine 及Brogden-Cronbach-Gleser 模型為例★ 工作動機的效用分析
檔案 [Endnote RIS 格式]    [Bibtex 格式]    [相關文章]   [文章引用]   [完整記錄]   [館藏目錄]   至系統瀏覽論文 ( 永不開放)
摘要(中) 1990年代開始,高績效工作系統與組織績效之間的研究備受研究學者所探討。但是,近來學者開始爭論高績效工作系統的作用對象是組織員工,並將其所知覺到的高績效工作系統反映在個人工作績效上。此外,學者們也提出,員工績效是組織績效達成的先決條件。然而,關於員工知覺的高績效工作系統與員工績效之間的實證研究,其關聯性的研究發現卻相當分歧。原因在於每個研究所採用的樣本、研究方式與測量方法不盡相同。因此,本研究採用後設分析,將過去的研究結果利用量化的方式做整合並結論。

本研究以後設分析探討員工知覺的高績效工作系統與員工績效間的關聯性,並將員工績效分為任務績效與組織公民行為。針對23篇與任務績效相關的研究,共計樣本數7676,和19篇與組織公民行為相關的研究,共計樣本數5563,做後設分析。本研究結果發現員工知覺的高績效工作系統對員工績效具有中度的影響效果量,對員工任務績效有效果量0.29,對組織公民行為有效果量0.32。
摘要(英) Employee individual performance is the antecedent of organizational performance has been argued by researchers in many studies. And it is employees to perceive and experience HPWS. Some studies even found that score reported from organizational-level HPWS would be higher than the one reported from employees. However, various sample characteristics and research methods lead to inconsistent study results about employee-perceived HPWS and employee performance. Therefore, this study uses meta-analysis to collect studies in the past to give an estimation of more correct effect size between these two variables.

In this meta-analysis, I examine the relationship between employee-perceived HPWS and employee performance (i.e. task performance and OCB). With 23 studies (total 7676 sample size) for task performance and 19 studies (total 5563 sample size) for OCB, the analysis results show that employee-perceived HPWS has a significant impact on employee performance, which the effect size is 0.299 for task performance and 0.321 for OCB.
關鍵字(中) ★ 員工知覺高績效工作系統
★ 員工績效
★ 任務績效
★ 組織公民行為
關鍵字(英) ★ employee-perceived high performance work system
★ employee performance
★ task performance
★ organizational citizenship behavior
論文目次 摘要 ...... i

Abstract ...... ii

Table of Contents...... iii

List of Tables ...... iv

Chapter One Introduction ...... 1

1.1 Research Background...... 1

1.2 Study Purpose...... 3

Chapter Two Literature Review...... 4

2.1 High Performance Work System...... 4

2.1.1 Definition of HPWS...... 4

2.1.2 Composition of HPWS...... 5

2.1.3 HPWS and Performance...... 7

2.1.4 Employee-perceived HPWS...... 8

2.2 Employee Performance...... 10

2.3 The Linkage between Employee-Perceived HPWS and Employee Performance......13

Chapter Three Methods....... 15

3.1 Literature Collecting Resources ...... 15

3.2 Studies’ Selecting Criteria ...... 16

3.3 Variable Coding ...... 17

3.4 Meta Analysis....... 17

Chapter Four Results ...... 23

4.1 Studies with the Relations of HPWS and Task Performance...... 23

4.2 Studies with the Relations of HPWS and OCB...... 24

Chapter Five Conclusion and Future Research...... 33

Reference...... 36
參考文獻 Alfes, K., Shantz, A., & Truss, C. 2012. The link between perceived HRM practices, performance and well‐being: The moderating effect of trust in the employer. Human Resource Management Journal, 22 (4): 409-427.

Appelbaum, E., Bailey, T., Berg, P. and Kalleberg, A. 2000. Manufacturing advantage: why high-performance work systems pay off. Ithaca: Cornell University Press.

*Aryee, S., Walumbwa, F. O., Seidu, E. Y., & Otaye, L. E. 2012. Impact of high-performance work systems on individual- and branch-level performance: Test of a multilevel model of intermediate linkages. Journal of Applied Psychology, 97(2): 287-300.

Bae, J., Chen, S., Wan, T.W.D., Lawler, J.J., & Walumbwa, F.O. (2003). Human

resource strategy and firm performance in Pacific Rim countries. International Journal of Human Resource Management, 14(8), 1308-1332.

Barksdale, k., & Werner, J. M. 2001. Managerial ratings of in-role behaviors, organizational citizenship behaviors, and overall performance: Testing different models of their relationship. Journal of Business Research, 51: 145-155.

Bartram, T., Stanton, P., Leggat, S., Casimir, G., & Fraser, B. 2007. Lost in translation: Exploring the link between HRM and performance in healthcare. Human Resource management Journal, 17: 21-41.

Bashir, M., Liao, L., Zhang, Y., Ghazanfar, F., Abrar, M., & Khan, M. M. (2011). The relationship between high performance work system, organizational commitment and demographic factors in public sector universities of Pakistan. Interdisciplinary Journal of Research in Business, 1(8): 62-71.

Becker B., & Gerhart, B. (1996). The impact of human resource management on organizational performance: Progress and prospects. Academy of Management Journal, 39: 779-801.

Becker B., & Huselid, M. 1998. High performance work system and firm performance: A synthesis of research and managerial implications. Research in Personnel and Human Resources Journal, 16 (1): 53-101.

Becker, B., Huselid, M., & Ulrich, D. 2001. Creating an HR scorecard. In B. Becker, M. Huselid & D. Ulrich (Eds.), The HR scorecard: Linking people, strategy, and performance. Cambridge, MA: Harvard Business School Press.

Borman, W. C., & Motowidlo, S. J. 1993. Expanding the criterion domain to include elements of contextual performance. In N. Schmitt & W. C. Borman (Eds.), Personnel selection in organizations: 71-98. San Francisco, CA: Jossey Bass.

*Boselie, P. 2010. High performance work practices in the health care sector: A Dutch case study. International Journal of Manpower, 31: 42-58.

Boxall, P. and Macky, K. (2007). High-performance work systems and organizational performance: bridging theory and practice. Asia Pacific Journal of Human Resources, 45 (3): 261-270.

Boxall, P., & Purcell, J. (2000). Strategic human resource management: Where have we come from and where should we be going? International Journal of Management Reviews, 2(2): 183-203.

Butts, M. M., Vandenberg, R. J., Dejoy, D. M., Schaffer, B. S. Wilson, M. G. 2009. Individual reactions to high involvement work processes: Investigating the role of empowerment and perceived organizational support. Journal of Occupational Health Psychology, 14(2): 122–136.

Campbell, J. P., McCloy, R. A., Oppler, S. H., & Sager, C. E. 1993. A theory of performance. In N. Schmitt, & W. C. Borman (Eds.), Personnel selection in organizations: 35–70. San Francisco: Jossey-Bass.

*Chang, C. Q., & Tian, X. 2012. The impact of high-performance work practices on employees’ working behavior: Immediate supervisor involvement as a moderator. Human Resource Development of China, 7: 5-10.

*Chen, T. J. 2011. Linking high performance work system and transformational leadership behaviors with employee-level outcomes: The mediating role of psychological capital. Unpublished doctorial dissertation, National Cheng Kung University, Taiwan.

*Chen, D., & Wang, B. B. 2011. The relationship among high performance work system, interpersonal trust and organization citizenship behavior: The moderate effect of distribution equity. Chinese Journal o f Management, 8(5): 727-733.

Chiang, K. M. 2012. Study on the relationship of HPWS, psychological contract and job performance of innovative talents. Unpublished master dissertation, East China Jiaotong University.

*Chiang, Y. H., & Hsu, C. C. 2012. Perceived high performance work system and individual creativity performance in work teams. Paper presented at the Management of Innovation and Technology (ICMIT), IEEE International Conference, Sanur Bali.

Collins, C., Smith, K., & Stevens, C. 2001. Human resource practices, knowledge-creation capability and performance in high technology firms. CAHRS working paper, Center for Advanced Human Resource Studies, Cornell University.

Combs, J., Hall, A., & Ketchen, D. 2006. How much do high performance work practices matter? A meta-analysis of their effects on organizational performance. Personnel Psychology, 59: 501-528.

Dyer, L., & Reeves, T. 1995. Human resource strategies and firm performance: What do we know and where do we need to go? The International Journal of Human Resource Management, 6(3): 656-670.

Ellis, P. D. 2010. The essential guide to effect sizes: Statistical power, meta-analysis, and the interpretation of research results. Cambridge, England: Cambridge University Press.

Evans, W. R., & Davis, W. D. 2005. High-performance work systems and organizational performance: The mediating role of internal social structure. Journal of Management, 31: 758-775.

Gephart, M.A. and Van Buren, M.E. 1996. Building synergy: The power of high performance work systems. Training & Development. 50(10): 21-36.

Gibbs, T., & Ashill, N. J. 2013. The effects of high performance work practices on job outcomes: Evidence from frontline employees in Russia. International Journal of Bank Marketing, 31(4): 305 - 326.

Gould-Williams, J. 2004. The effects of high commitment HRM practices on employee attitude: the views of public sector workers. Public Administration, 82: 63-81.

Hartog, D.N, Boon, C., Verburg, R.M. & Croon, M.A. 2013. HRM, Communication, Satisfaction, and Perceived Performance: A Cross-Level Test. Journal of Management. 39 (6): 1637 -1665.

*Ho, J. 2013. Exploring the link between high-performance HR practices and employee creativity: the Self-determination perspective. Contemporary Economy & Management, 35(4): 52–56.

Hofstede, G., & Hofstede, G. J. 2005. Cultures and Organizations: Software of the Mind. NY: McGraw-Hill.

*Huang, J. C. 2002. The study of differential relationships between human resource management practices perception and employees’ attitude and performance: Psychological contracts and social exchange perspectives. Management Review, 21(4): 101-127.

Huffcutt, A. I., & Arthur, W. 1995. Development of a new outlier statistic for meta-analytic data. Journal of Applied Psychology, 80; 327-334.

Hunter, J. E., & Schmidt, F. L. 2004. Meta-Analysis of Correlations Corrected Individually for Artifacts. In J. E. Hunter & F. L. Schmidt (Eds.), Methods of Meta-Analysis: Correcting Error and Bias in Research Findings. Thousand Oaks, California: Sage.

Huselid, M. A., & Becker, B. 1995. High Performance work system and firm performance: A synthesis of research and managerial implications. Research in Personnel and Human Resource management, 16: 53-101.

Hutchinson, S. Neugebauer, J., Mather, G., & Moore, J. 2013. Performance Management: theory and practice. CIPD.

Jiang, K., Lepak, D. P., Hu, J., & Baer, J. C. 2012. How does human resource management influence organizational outcomes? A meta-analytic investigation of mediating mechanisms. Academy of management Journal, 55(6): 1264-1294.

Jonson, E. C., & Meade, A. W. 2010. A multi-level investigation of overall job performance ratings. Paper presented at the Annual Meeting of the Society for Industrial and Organizational Psychology, Atlanta, GA.

Katz, D., & Kahn, R. L. 1978. The Social Psychology of Organizations (2nd ed.). New York: Wiley.

*Karatepe, O. M. 2013. High-performance work practices and hotel employee performance: The mediation of work engagement. International Journal of Hospitality Management, 32: 132-140.

*Karatepe, O. M., & Vatankhah, S. 2014. The effects of high-performance work practices and job embeddedness on flight attendants′ performance outcomes. Journal of Air Transport Management, 37: 25-35.

*Kizilos, M. A., Cummings, C., & Cummings, T. G. 2013. How high-involvement work processes increase organization performance: The role of organizational citizenship behavior. The Journal of Applied Behavioral Science, 49(4): 413-436.

*Lee. 2006. The Relationship between High Performance Work System and Organizational Citizenship Behavior Mediated by Trust, Organizational Commitment and Job Responsibility. Unpublished master dissertation, National Cheng Kung University, Taiwan.

Lepak, D. P., Liao, H., Chung, Y., & Harden, E. E. 2006. A Conceptual review of human resource management systems in strategic human resource management research. In J. J. Martocchio (Eds.), Research in Personnel and Human Resources Management, vol. 25: 217-271. Emerald Group Publishing Limited.

*Liao, H., Toya, K., Lepak, D. P., & Hong, Y. 2009. Do they see eye to eye? Management and employee perspectives of high-performance work systems and influence processes on service quality. Journal of Applied Psychology, 94: 371–391.

Liao, L. & Lin, W. 2011. The role of HPWS between transformational leadership and the performance of HR professionals: The moderating effect of multilevel perspective. Soochow Journal of Economics and Business, 73: 29-66.

*Lin, C. C. 2010. A study on the relationship between high performance work system and employees working performance:The mediating effect of organizational trust. Unpublished master dissertation, National Kaoshiung University of Applied Science, Taiwan.

*Lu, W. T. 2011. The relationship between high performance work system and task performance mediated by affective commitment and job satisfaction. Unpublished master dissertation, Southern Taiwan University of Science and Technology, Taiwan.

*Lu, C., Lin, P., & Chao, C. 2008. The effect of high performance work systems on job performance, and turnover intention: An empirical research in saloon industry. Journal of Meiho Institute of Technology, 27(2): 95-112.

MacDuffie, J. P. 1995. Human resource bundles and manufacturing performance: Organizational logic and flexible production systems in the world auto industry, Industrial and Labor Relations Review, 48(2): 197-221.

*Martinaityte, I. 2014. Leveraging employee creativity through high performance work systems: A multilevel perspective. Unpublished doctoral dissertation, Aston University.

Messersmith, J. G., Patel, P. C., Lepak, D. P., & Gould-William J. S. 2011. Unlocking the black box: Exploring the link between high-performance work systems and performance. Journal of Applied Psychology, 96(6): 1105-1118.

Martinaityte, I. 2014. Leveraging employee creativity through high performance work systems: A multilevel perspective. Unpublished doctoral dissertation, Aston University.

Nimon, K., Zientek, L. R., & Henson, R. K. 2012. The assumption of a reliable instrument and other pitfalls to avoid when considering the reliability of data. Frontiers in Psychology, 3: 2-13.

Organ, D. W., Pofsakoff, P. M., & MacKenzie, S. B. 2006. Organizational Citizenship Behavior: Its Nature, Antecedents, and Consequences. SAGE, Thousand Oaks: London, UK.

Organ, D. W. 1988. Organizational citizenship behavior: The good soldier syndrome. Lexington Books, Lexington, MA.

*Orlowska, A. 2011. The mediating effect of psychological empowerment, perception of organizational justice and human capital on the relationship between the employees’ perception of HR practices and organizational citizenship behaviors. Unpublished doctoral dissertation, Tilburg University, Netherlands.

Purcell, J, & Hutchinson, S. 2007. Front line managers as agents in the HRM performance causal chain, analysis and evidence. Human Resource Management Journal, 17, 3-20.

Pfeffer, J. 1998. Seven practices of successful organizations. California Management Review, 40(2): 96-124.

Qiao, K., Khilji, S., & Wang, X.Y. 2014. High-performance work systems, organizational commitment, and the role of demographic features in the People’s Republic of China. The International Journal of Human Resource Management, 20(11), 2311-2330.

Rosenthal, R. 1979. The "File Drawer Problem" and Tolerance for Null Results. Psychological Bulletin, 86: 638-641.

Salaman, G., Storey J. & Billsberry J. 2005. Strategic human resource management: theory and practice. London: Sage Publications Ltd.

*Seidu, Y. 2011. Human resource management and organizational performance: Evidence from the retail banking sector. Unpublished doctorial dissertation, Aston University, United Kingdom.

Spearman, C. 1904. The Proof and Measurement of Association between Two Things. The American Journal of Psychology, 15(1): 72-101.

*Shen, J., Benson, J., & Huang, B. 2014. High performance work systems and teachers’ work performance: The mediating role of working life. Human Resource Management, 53(5): 817-833.

Ulrich, D., & Lake, D. G. 1990. Organizational capability: Competing from the inside out. New York: Wiley.

Wang, Z. 2006. The Impact of Locus of Control, Leadership Styles and Human Resource Practices on Job Involvement and Performance. Unpublished master dissertation, National Central University, Taiwan.

Wolf, F. 1986. Meta-Analysis: Quantitative methods for research synthesis. Beverly Hills, CA: Sage.

Wright, P. M., & Boswell, W. R. 2002. Desegregating HRM: A review and synthesis of micro and macro human resource management research. Journal of Management, 28(3): 247-276.

Wright, P. M., & McMahan, G. C. 1992. Theoretical perspectives for strategic human resource management. Journal of Management, 18(2): 295-320.

Wright, P. M., & Nishii, L. H. 2004. Strategic HRM and Organizational Behavior: Integrating Multiple Levels of Analysis. CAHRS working paper, Center for Advanced Human Resource Studies, Cornell University.

Yalabik, Z. Y., Chen, S., Lawler, J., & Kim, K. 2008. High performance work system and organizational turnover in east and southeast Asian countries. Industrial Relations, 47(1): 145–152

*Yang, H. J. 2005. The relationships between high performance work system, employee outcomes and unit performance. Unpublished master dissertation, National Cheng Kung University, Taiwan.

*Yu, Z. 2013. Research on the Mechanism of High-·p erformance Human Resource Management Practice Affecting Employee Role Behavior. Unpublished master dissertation, Tianjia University of Technology, China.

*Zhang, M., Fang, D. D., & Zhu, C. J. 2014. High-performance work systems, corporate social performance and employee outcomes: Exploring the missing links. Journal of Business Ethics, 120(3): 423-435.

*Zhu, C. L. & Chen, X. L. 2013. Study of the relationship among high performance work systems, knowledge sharing and employee creativity. Economic Theory and Business Management, 11: 102–112.

*Zhao, Y. 2010. The empirical research on the relationship between high performance work system and organizational performance. Unpublished master dissertation, University of Science and Technology of China, China.

*Zhong, P. H. 2006. The effect of human resource management practices perception to employee job performance: the mediating effect of job involvement and organizational commitment. Unpublished master dissertation, National Central University, Taiwan.

*Zhong, L. F. 2013. Effects of high performance human resource practices on employee job performance. Chinese Journal of Management, 10(7): 993–1033.

*Zhu, X., Zhou, H., & Kong, L. 2013. Effects of High Performance Work Systems on Employee Performance: Psychological Contract Breach as Mediator. In the authors (Eds.), International Academic Workshop on Social Science: 152-156. Atlantis Press.

指導教授 房美玉(Mei-yu Fang) 審核日期 2015-8-26
推文 facebook   plurk   twitter   funp   google   live   udn   HD   myshare   reddit   netvibes   friend   youpush   delicious   baidu   
網路書籤 Google bookmarks   del.icio.us   hemidemi   myshare   

若有論文相關問題,請聯絡國立中央大學圖書館推廣服務組 TEL:(03)422-7151轉57407,或E-mail聯絡  - 隱私權政策聲明