| dc.description.abstract | Galbraith (2002 ) proposed that organization design should be paid attention to the coordination and consistency between the inside elements, including 1) Strategy, specifies the goals and objectives to be achieved as well as the values and missions to be pursued; 2) Structure, determines the placement of power and authority in the organizations; 3) Process, is the information and decision processes cut across the organization’s structure; 4) Reward, provides motivation and incentive for the completion of the strategic decision; 5) People, governs the human resource policies of recruiting, selection, rotation, training, and development. These five elements above can affect employees’ behavior, organizational culture, and performance.
The aim of this research is to investigate the relationships among organization structure, human resource system influence, and organizational performance. Based on a sample of 230 Taiwanese listed companies, the results of this study indicated that no matter what human resource system operates, there are no differences in organizational performance among organizations of non-divisional structure. On the other hand, organization which is in the divisional structure and works in the leading human resource system simultaneously will have better performance than that in the balance or traditional human resource system. Accordingly, organizations can improve their performance through promoting the leading human resource system and the divisional structure together. When firms consider designing organization structure, it should implement the leading human resource system at the same time, for this reason, it will reach the strategy goals and have good performance. | en_US |