博碩士論文 944307002 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:7 、訪客IP:18.209.104.7
姓名 李虹影(Hong-Ying Lee)  查詢紙本館藏   畢業系所 人力資源管理研究所在職專班
論文名稱 人力資源部門跨界活動對企業採行高績效人力資源管理實務之影響
(The Study of Relationship of Human Resources Boundary Spanning Activities and the Adoption of Organizational High Performance Work Practices)
相關論文
★ 空服員之工作特性、工作壓力源與個人壓力反應★ 人力資源管理活動對員工離職意願之影響- 以工作滿意度為中介變項
★ 直線主管之管理訓練與其參與人力資源管理活動之關聯★ 直線經理參與人力資源管理活動之影響因素探討
★ 員工風險承擔對個人持股意願之影響★ 人力資本投資、知識分享與組織績效之關聯
★ 賦權感知、工作滿意、組織承諾與服務行為之相關性研究―以某連鎖便利商店為例★ 業務代表人格特質與核心職能對績效影響的探討 —以某藥廠為例
★ 實施利益分享制度對心理賦權感及工作滿意之影響★ 員工股票獎酬對員工心理所有權之影響---以內外控人格特質為干擾變項
★ 組織氣候感知、組織承諾與組織公民行為之關聯★ 人力資源高績效工作實務、創新氣候與組織績效之關聯-以IC設計產業為例
★ 高績效工作實務對員工知識分享行為之影響 -★ 人格特質與工作績效之關係研究─以航空服務業空服人員為例
★ 員工對功能彈性氣候的感知對工作滿意度的影響 以工作自主與工作要求為中介變項★ 便利商店服務氣候對組織公民行為之影響
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) 面對競爭環境的不確定,組織必須充分掌握資訊,以便快速做出決策,回應環境變化。因此,組織需透過跨疆界活動蒐集及處理環境資訊,並將資訊傳遞給決策者。許多研究已證實,組織對資訊需求會隨外部環境變化而增加,且會透過跨組織疆界領域的活動以收集、處理,並傳遞所需資訊,以降低不確定性,進而提昇整體組織績效。近年來,外部環境的不確定性也使組織認知到人力資源的複雜與專業性。因此,人力資源開始重視「策略性人力資源」,強調人力資源應由過去人事行政處理者提昇成為組織策略夥伴。人力資源人員在轉型為組織策略夥伴的過程中,必須積極參與組織變革及組織策略發展,協助組織管理經營風險。因此,人力資源部門也需對組織內外部的環境資訊進行有效的了解與運用,才能掌提昇人力資源部門對組織的價值。
本研究以上市櫃電子業及傳統製造業為問卷調查對象,共發放921 份,回收有效問卷135 份,有效問卷回收率為14.7%。主要探討人力資源部門在組織中的跨界角色及跨界功能,以及人力資源部門跨界活動對企業採行高績效人力資源管理實務的影響。研究結果為:1. 資訊取得跨界活動對招募甄選、薪酬、訓練發展、溝通及員工參與等高績效人力資源管理實務有顯著正向影響,對績效評估的影響並未顯著。2. 資訊管控跨界活動對高績效的招募甄選、績效評估、薪酬、訓練發展、溝通及員工參與等人力資源管理實務都有顯著正向影響。3. 資源輸入與控制跨界活動對高績效招募甄選、績效評估、薪酬、訓練發展、溝通及員工參與等人力資源管理實務皆呈現顯著正向影響。
摘要(英) The organization needs to be fully informed about the environment in order to manage the uncertainty effectively. Organizations collect and handle environmental information via boundary spanning activities, and deliver the information to decision makers in the organization for timely decisions. Studies have proven that the needs for information by organizations will increase with the environmental change, and that organizations will acquire, control, and disseminate the information needed via cross boundary activities in order to reduce the uncertainty and to improve performance. The recent change in the market has resulted in a more complex environment and higher demand for human resources professionals to cope with the increasing uncertainty. As a result, “Strategic Human Resources” emerged as the focus of human sources management emphasizing that human resources as a strategic partner of the organization. To transform to the new role, human resources personnel have to actively participate in the organization change and strategic development process. Thus, it is required for human resources department to understand and manage the environmental information effectively in order to increase the value of human resources department to the organization.
The purpose of this study is to understand the boundary spanning role of human resources department in an organization, and the relationship of organizational boundary spanning activities performed by human resources department and the inclination of organization to adopt the high performance work practices (HPWPs). Sampling from 921 public traded companies from electronic and manufacturing industries, a total of 135 valid questionnaires were received, and the valid respondent rate is 14.7%. The findings from the study are: 1. The boundary spanning activities of information acquisition has positive influence on recruiting & selection, compensation, training & development, communication, and employee participation, while no significant influence on performance management practices was observed. 2. The boundary spanning activities of information control has positive influence on recruiting & selection, performance management, compensation, training & development, communication, and employee participation. 3. The boundary spanning activities of physical input control has positive influence on recruiting & selection, performance management, compensation, training & development, communication, as well as employee participation.
關鍵字(中) ★ 高績效工作實務
★ 組織跨界活動
關鍵字(英) ★ High performance work practices
★ Organization boundary spanning
論文目次 中文摘要………………………………………………………………………………….. ii
英文摘要………………………………………………………………………………….. iii
目錄……………………………………………………………………………………….. iv
圖目錄…………………………………………………………………………………….. v
表目錄…………………………………………………………………………………….. vi
第一章緒論……………………………………………………………..………………… 1
第一節研究背景及動機……………………………………………..…………… 1
第二節研究目的…………………………………………………………..……… 4
第二章文獻探討………………………………………………………………………… 5
第一節組織跨界活動…………………………………………………………… 5
第二節高績效人力資源管理實務……………………………………………… 10
第三節人力資源跨界活動與高績效人力資源管理實務……………………… 14
第三章研究方法………………………………………………………………………… 20
第一節研究架構………………………………………………………………… 20
第二節資料來源………………………………………………………………… 21
第三節研究變項操作性定義與衡量工具……………………………………… 22
第四節資料分析方法…………………………………………………………… 28
第四章研究結果與討論…………………………………………………………….…… 30
第一節樣本特性分析………………………………………………………….... 30
第二節信度分析………………………………………………………………… 32
第三節相關分析………………………………………………………………… 33
第四節迴歸分析………………………………………………………………… 36
第五章結論與建議……………………………………………………………………… 51
第一節結論……………………………………………………………………… 51
第二節管理意涵………………………………………………………………… 54
第三節研究限制與後續研究建議……………………………………………… 56
參考文獻…………………………………………………………………………………. 57
參考文獻 一、中文文獻
1. 王柏年,民國88 年。「高科技產業革新性人力資源管理制度與組織創新之關係研究」,國立中山大學,碩士論文。
2. 王馨,民國92 年。「文化、人格心理因素、高績效人力資源管理實務與組織績效」, 國立成功大學,碩士論文。
3. 李思宏,民國95 年。「策略導向與社會資本對人力資源角色影響之研究 -以人力資源管理創新為中介變項」,國立高雄應用科技大學,碩士論文。
4. 吳秉恩,2004。「企業人力資源管理定位與功能轉型」,人力資源管理學報,第四卷第三期,1-27 頁。
5. 林首毅,民國91 年。「人力資源管理活動對組織績效的影響」,國立中央大學,碩士論文。
6. 林義屏,民國90 年。「市場導向、組織學習、組織創新與組織績效間關係之研究–以科學園區資訊電子產業為例」,國立中山大學,博士論文。
7. 邱豔婷,民國94 年。「人力資源高績效工作實務對員工作績效、組織公民行為關聯性之探討」,國立中央大學,碩士論文。
8. 徐聯恩,康碩夫(1998a)。「創新性人力資源管理制度(上)」。勞資關係月刊, 第17 卷第7 期,432-438 頁。
9. 徐聯恩,康碩夫(1998b)。「創新性人力資源管理制度(下)」。勞資關係月刊, 第十七卷第八期, 491-495 頁。
10. 徐聯恩,謝瑞史(1999)。「創新性人力資源管理制度概況及其對企業績效之影響」。勞資關係月刊,第十七卷第十一期, 680-692 頁。
11. 黃同圳、劉靜如,1998。「大陸台商人力資源管理優勢化策略探討」,中山管理評論,第6 卷第3 期,827-854 頁。
12. 黃家齊,2000。「人力資源管理系統內部契合類型與組織績效之關聯性研究 – 全形理論觀點」,中山管理評論,第8 卷第3 期,511-536 頁。
13. 黃家齊,2002。「人力資源管理系統與組織績效 – 智慧資本觀點」,管理學報,第19 卷第3 期,415-450 頁。
14. 張惠蓉,2000 。「組織傳播與公共關係的共同參考架構 – 從組織跨界人觀點看公關人員的影響力、角色衝突及溝通模型」,廣告學研究,第十五集,49-65 頁。
15. 張惠蓉,2004。組織跨界人–觀念介紹與實證研究,初版,五南圖書出版股份有限公司,台北。
16. 張雅惠,2001。「網際網路對公關人員之溝通滿意、工作滿意、工作壓力與資訊焦慮之影響」,國立中山大學,碩士論文。
17. 諸承明,民國87 年。「績效評核系統內涵及其效益之研究採「期望/實際」差距分析模式」,台大管理論叢,第九卷第一期,113-152 頁。
18. 劉瑢,2000。「電腦電話整合系統之使用對客服代表角色壓力與工作滿意之影響」, 國立中山大學,碩士論文。
19. 鍾以勇,民國93 年。「人力資源管理系統、組織能力與組織績效關係之研究–以區域醫院為例」,國立台北大學,博士論文。
20. 顧萱萱,蘇禎涵,2004。「製造商市場導向對其彈性績效與供應鏈關係穩定性之影響」,台灣管理學刊,第4 卷第1 期,25-42 頁。
二、英文文獻
1. Adams, J.S. (1976). “Structure and dynamics of behavior in organizational boundary roles”. In: Dunete, M.D. (Ed.), The Handbook of Industrial and Organizational Psychology. Chicago: Rand McNally, 1175-99.
2. Adams, J. S. (1980). “Interorganizational process andorganizatonal boundary activities”. In Staw B. W. & Cumming L. L. (Eds.), Research in Organizational Behavior, Vol. 2, pp. 321-355.
3. Aldrich, H.E. and Herker, H. (1977). “Boundary spanning roles and organizational structure.” Academy of Management Review, Vol. 2, pp. 217-239.
4. Arthur, J. B. (1994). “Effects of human resource systems on manufacturing performance and turnover”, Academy of Management Journal, Vol. 37, pp. 670-687.
5. Barney, J. (1991). “Firm resource and sustained competitive advantage”. Journal of Management, Vol. 17, pp. 99-120.
6. Becker, G.. S. & Gerhart, B. (1996). “The impact of human resource management on organizational performance: Progress and prospects.” Academy of Management Journal, Vol. 39, No. 4, pp. 779-801.
7. Bennett, N. (1989). “Personnel/human resource departments and uncertainty: A test of Thompson’s model of boundary spanning units.”, Ph.D. Dissertation of Georgia Institute of Technology.
8. Cuieford J. P. (1965). Fundamental Statistics in Psychology and Education. 4th Edition,. New York: McGraw Hill.
9. Daft, R.L., Sormunen, J., Parks, D. (1988). “Human Resources Management: A strategic perspective.” Organizational Dynamics, Vol. 10, No. 4, pp. 51-67.
10. Delaney, J. T. and Huslid, M. A. (1996). “The Impact of Human Resource Management Practices on Perceptions of Organizational Performance”. Academy of Management Journal, Vol. 39, No. 4., pp. 949-969.
11. Delery, J.T. & Doty, D. H. (1996). “Modes of theorizing in strategic human resource management: Test of universalistic, contingency, and configurational performance predications.” Academy of Management Journal, Vol. 39, No. 4, pp. 802-835.
12. Dyer, L. (1985). “Strategic human resources management and planning”. Research in Personnel and Human Resources Management, Vol. 3, pp. 1-30.
13. Flamholtz, E.G., Randle, Y., and Sackmann, S. (1987a). “Personnel management: The tenor of today”. Personnel Journal, June, pp. 60-70.
14. Flamholtz, E.G., Randle, Y., and Sackmann, S. (1987b). “Personnel management: The tone of tomorrow”. Personnel Journal, July, pp. 42-48.
15. Foltz, R., Rosenberg, K., and Foehrenbach, J. (1982). “Senior management views the human resource function”. Personnel Administrator, Vol. 27, pp.37-54.
16. Fombrun, C.J., Tichy, N.M..and Devanna, M.A. (1984). Strategic Human Resource Management. New York: Wiley.
17. Hallenbeck Jr, G S., Hautaluoma, J. E., & Bates, S. C. (1999). “The benefits of multiple boundary spanning roles in purchasing.” Journal of Supply Chain Management, Vol. 35, No. 2, pp. 38-43.
18. Heneman, H.G., Schwab, D.P., Fossum, J.A., and Dyer, L. (1986). Personnel/human resource management. (3rd ed). Homewood, IL: Irwin.
19. Huslid, M. A. (1995). “The impact of human resource management practices on turnover, productivity, and corporate financial performance”, Academy of Management Journal, Vol. 38, pp. 635-672.
20. Huselid, A. M., Jackson, E. S. and Schuler, S. R. (1997). “Technical and strategic human resource management effectiveness as determinants of firm performance”, Academy of Management Journal, Vol. 40, No. 1, pp. 171-188.
21. Ichniowski, C., Delaney, J. T., and Lewin, D. (1989). “The New Human Resource Management in U.S. Workplace: Is It Really New and Is It Only Nonunion”, Relations Industielles, Vol. 44, pp. 87-119.
22. Ichniowski, C., Kochan, T.A., Levine, D., Olson, C., and Strauss, G. (1996). “What Works at Work: Overview and Assessment”, Industrial Relations, Vol. 35, No. 3, pp. 299-333.
23. Ichiniowski, C. and Shaw, K. (1995). “Old Dogs and New Tricks: Determinants of the Adoption of Productivity-Enhancing Work Practices”, in Brookings Papers on Economic Activity, edited by Baily, M., Reiss, P. and Winston, C., pp. 1-65.
24. Jemison, D.B. (1984). “The importance of boundary spanning roles in strategic decision-making.” Journal of Management Studies, Vol. 21, pp. 131-152.
25. Johlke, M. C. & Duhan, D. F. (2001). “Supervisor communication practices and boundary spanner role ambiguity”. Journal of Managerial Issues, Vol. 13 (1).
26. Katz, D. and Kahn, R.L. (1966). The Social Psychology of Organization. New York: Wiley.
27. Keller, R. T., & Holland, W. E. (1975). “Boundary-spanning roles in a research and development organization: An empirical investigation.” Academy of Management Journal, Vol. 18, No. 2, pp.388-393.
28. Leifer, R. P. & Huber, G.. (1977). “Relations Among Perceived Environmental Uncertainty, Organization Structure, and Boundary-Spanning Behavior”, Administrative Science Quarterly, Vol. 22, No. 2, pp. 235-247.
29. Leifer, R. P. (1975). “An Analysis of the Characteristics and Functioning of Interorganizational Boundary Spanning Personnel”. Ph.D. Dissertation, University of Wisconsin.
30. Leifer, R. P. & Delbecq, A. (1978). “Organizational/Environmental interchange: a model of boundary spanning activity”. Academy of Management Review, Vol. 3, pp. 40-50.
31. Liu, Nien-Chi (1998). “Determinants of Innovative Human Resource Practices and Systems”, Ph.D. Dissertation, Minnesota University.
32. Lysonki, S. J., & Johnson, E. M. (1983). “The sales manager as a boundary spanner: A role theory analysis”. Journal of Personal Selling & Sales Management, Vol. 3, No. 2, pp. 8-21.
33. MacDuffie, J. P. (1995). “Human Resource Bundles and Manufacturing Performance: Organizational Logic and Flexible Production Systems in the World Auto Industry”, Industrial & Labor Relations Review, Vol. 48, No. 2, pp. 197-213.
34. Maloni,, M. J. and Benton W. C. (1997). “Supply Chain Partnership: Opportunities for Operations Research”, European Journal of Operational Research, Vol. 101, No. 3, pp. 419-429.
35. McCarthy, A., Garavan, T. and O’Toole, T. (2003). “HRD: working at the boundaries and interfaces of organizations”. Journal of European Industrial Training, Vol. 27 (2-4), pp. 58-72.
36. Miles, H. R. (1976). “Role requirements as sources of organizational stress.” Journal of Applied Psychology, Vol. 61, No. 2, pp.172-179.
37. Milkovich, G., Dyer, L., and Mahoney, T. (1983). “HRM planning”. In: S.J. Carroll and R.S. Schuler (Eds.), Human resources management in the 1980s, Washington, D.C.: The Bureau of National Affairs, Inc.
38. Misa, K.F. and Stein, T. (1983). “Strategic HRM and the bottom line”. Personnel Administrator, October, pp. 27-30.
39. Nonaka, I (1991). “The knowledge-creating company”. Harvard Business Review. Vol. 69, No. 6, pp. 96-104.
40. Nonaka I. and Takeuchi, H. (1995). The knowledge-creating company: How Japanese companies create the dynamics of innovation, New York: Oxford University Press.
41. Organ, D. W. (1971). “Linking pins between organizations and environment: Individuals do the interacting”. Business Horizons, Vol. 14, pp. 73-80.
42. Osterman, P. (1994). “How Common Is Workplace Transformation and Who Adopt It?” Industrial and Labor Relations Review, Vol. 47, pp. 173-188.
43. Perrone, V., Zaheer, A., & McEvily, B. (2003). “Free to be trusted? Organizational constrains on trust in boundary spanners.” Organization Science, Vol. 14, No. 4, pp. 422-439.
44. Pheffer, J. (1994). Competitive advantage through people. California Management Review, Vol. 36 (2), p.9-28.
45. Rothwell, W.J. and Kazanas, H.C. (1988). Strategic Human Resources Planning and Management. Englewood Cliffs, NJ: Prentice-Hall.
46. Russ, G. S., Galang, M. C. and Ferris, G. R. (1998). “Power and influence of the human resources function through boundary spanning and information management”. Human Resource Management Review, Vol. 8, No. 2, pp. 125-148.
47. Salter, M. S. (1973). “Tailor Incentive Compensation to Strategy”. Harvard Business Review, Vol. 51, No. 2, pp. 94-102.
48. Scarpello, V.G. and Ledvinka, J. (1988). Personnel/human resource management: Environment and functions. Boston: PWS-Kent.
49. Singh, J. (1998). “Striking a balance in boundary-spanning positions: An investigation of some unconventional influences of role stressors and job characteristics on job outcomes of salespeople.” Journal of Marketing, Vol. 62, No. 3, pp. 69-86.
50. Schuler, R.S. and Jackson, S.E. (1987). "Linking competitive strategies with human resource management practices", Academy of Management Executive, Vol. 1, No. 3, pp. 207-19.
51. Singh, J., Goolsby, J. R., & Rhoads, G. K. (1994). “Behavioral and psychological consequences of boundary spanning burnout for customer service representatives”. Journal of Marketing Research, Vol. 31, No. 4, pp. 558-569.
52. Snell, S. A., Youndt, M. A., and Wright P. M. (1996). “Establishing a Framework for Research in Strategic Human Resource Management: Merging Resource Theory and Organizational Learning,” in Ferris, G. R. (Eds.), Research in Personnel and Human Resource Management, Vol. 14, pp. 61-90, Greenwich, CT: JAI Press.
53. Stamper, D. L., & Johlke, M. C. (2003). “The impact of perceived organizational support on the relationship between boundary spanner role stress and work outcomes.” Journal of Management, Vol. 29, No. 4, pp. 569-588.
54. Thompson, J. D. (1967). Organizations in action., McGraw-Hill., New York, 1967.
55. Tushman, M. L. and Scanlan T. J. (1981a). “Characteristics and external orientations of boundary spanning individuals”. Academy of Management Journal, Vol. 24, No. 1, pp. 83-98.
56. Tushman, M. L. and Scanlan T. J. (1981b). “Boundary spanning individuals: Their role in information transfer and their antecedents”. Academy of Management Journal, Vol. 24, No. 2, pp. 289-305.
57. Wang, D., Tian Y., and Hu, Y. (2005). “Configuration and Posture of Organizational Boundaries in Supplier Relationship”, Proceedings of Engineering Management Conference, Vol. 1, pp. 113-117, 2005 IEEE International.
58. Wright P.M. & Snell, S.A. (1998). “Toward a unifying framework for exploring fit and flexibility in strategic human resource management". Academy of Management Review, Vol. 23, No. 4, pp. 756-772.
59. Youndt, M. A., Snell, S. A., Dean, J. W. and Lepak, D. P., (1996). “Hunan resource management, manufacturing strategy, and firm performance”, Academy of Management Journal, Vol. 39, pp. 836-866.
指導教授 劉念琪(Nien-Chi Liu) 審核日期 2007-7-18
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