| dc.description.abstract | High performance HR practices is the crucial factor of influencing organizational performance, and organizational climate plays the mediating role in this HR-Firm performance relationships (Bowen & Ostroff, 2004; Collins & Smithe, 2006). Organizational climate can influence employees’ work outcomes, as well as innovative, trust, cooperative, supportive climate can act as facilitators in improving employees’ work outcomes. Organizational climate resulting from HR practices will become a social complexity that is hard to duplicate and embedded in the organization is the source of competitive advantages.
The relationships between high performance HR practices and organizational climate are examined in this study. There are 92 IC design house companies listed in Taiwan Stock Exchange (TSE) and traded over the counter (OTC) are chosen as subjects. There are 27 valid samples in survey of high performance HR practices, and 467 valid samples in the survey of organizational climate. The results are as following.
1. Motivation-enhancing HR practices will enhance innovative, trust, cooperative, and supportive climate.
2. Empowerment-enhancing HR practices will enhance trust, cooperative, and supportive climate.
3. Skill-enhancing HR practices will have negative impacts on innovative, trust, cooperative, and supportive climate.
4. Organizations conduct HR practices will simultaneously influence multiple dimensions of organizational climate.
Key words： High performance HR practices, Organizational climate, Innovative climate, trust, cooperative climate, Supportive climate.
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