全職與兼職員工對人力資源管理措施認知與組織承諾之關聯性研究;+C3237A study of relationship between full-time and part-time employees' perception of HRM practices and organizational commitment

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Title:	全職與兼職員工對人力資源管理措施認知與組織承諾之關聯性研究;+C3237A study of relationship between full-time and part-time employees' perception of HRM practices and organizational commitment
Authors:	韓青芳;Ching-fang Han
Contributors:	人力資源管理研究所
Keywords:	人力資源管理措施;兼職員工;全職員工;組織承諾;part-time employees;human resource management practices;full-time employees;organizational commitment
Date:	2007-07-03
Issue Date:	2009-09-22 14:06:43 (UTC+8)
Publisher:	國立中央大學圖書館
Abstract:	近年來，產業結構由製造業轉變成以服務業為主，企業對於兼職工作者的人力需求大為提升。針對此現象，本研究欲探討：(1)當員工工作類型不同時，其對企業內人力資源管理措施之認知組織承諾為何，(2)組織能否、以及如何透過人力資源管理措施影響組織承諾，以及(3)員工工作類型對於人力資源管理措施對組織承諾之干擾效果。經由問卷調查方式，本研究以國內某大型零售商為對象進行實證研究，共回收1,350份有效問卷，其中1,014人為全職員工、336人為兼職員工。結果顯示：(1)全職與兼職員工在組織承諾上並未有顯著差異。(2)在人力資源管理措施中，除了「績效管理」之外，「工作特性」、「領導行為」、「教育訓練」、「薪資福利」、「升遷發展」、「員工溝通」皆對員工的組織承諾有正向顯著影響。(3)人力資源管理措施對組織承諾的影響會因員工工作類型之不同而產生差異，其中以「工作特性」、「教育訓練」及「升遷發展」對全職員工組織承諾的影響效果大於兼職員工；「領導行為」對兼職員工組織承諾的影響效果大於全職員工；「薪資福利」與「員工溝通」對兩者組織承諾的影響無顯著差異；「績效管理」對兩者的組織承諾則無顯著影響。本研究最後提出管理意涵，以幫助企業在管理不同工作類型之員工時更加得心應手。 In the last decade, the industrial structure has changed from manufacturing to service oriented, resulting in an incremental need for part-time employees. Based on the phenomenon, the purpose of this study is to discuss (1)the difference of the perception of human resource management(HRM) practices and the organizational commitment between full-time and part-time employees; (2)whether and how the perception of HRM practices can affect the organizational commitment; and (3)whether the relationship between the perception of HRM practices and organizational commitment is moderated by the employees’ job type. A questionnaire survey is carried out to all employees of a large-scale retailer in Taiwan and 1,350 of them are valid samples, including 1,014 of full-time employees and 336 of part-time employees. Results of the study show below: (1)There is no significant difference in the organizational commitment between full-time and part-time employees; (2)the employees’ perception of each of the HRM practices, setting job characteristics, leadership, performance management, training, compensation and benefit, promotion and development, and employee communication as the main dimensions, positively affects their organizational commitment, excepting performance management; (3)the relationship between the employees’ perception of the HRM practices and their organizational commitment is moderated by the employees’ job type. Job characteristics, training, promotion and development have greater influences on full-time employees’ organizational commitment. Leadership has greater influence on part-time employees’ organizational commitment. Compensation and benefit and employee communication have the same influence both on full-time and part-time employees’ organizational commitment. Performance management has no significant influence on neither full-time nor part-time employees’ organizational commitment. Finally, based on above findings, some suggestions are provided to practitioners for improving management effectiveness on employees in different job type.
Appears in Collections:	[Graduate Institute of Human Resource Management ] Electronic Thesis & Dissertation

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