人力資源活動對人力資源效能及組織效能之影響─以台灣千大企業為例

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：14

、訪客IP：18.188.107.57

姓名

蘇品潔(Pin-chieh Su) 查詢紙本館藏

畢業系所

人力資源管理研究所

論文名稱

人力資源活動對人力資源效能及組織效能之影響─以台灣千大企業為例

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	★ 綠⾊⼈⼒資源管理對員⼯綠⾊⾏為影響-以綠⾊⼼理氛圍為調節變項
★ 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

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)

本研究在探討營運性及反應式、策略性、前瞻性人力資源活動在台灣運作的情況，及三者分別對人力資源效能和組織效能的影響。由於人力資源活動事務繁雜，從行政人事到策略性人力資源區分為很多層級，學者Brockbank (1999)認為唯有策略性和前瞻性人力資源最能夠對組織產生貢獻和競爭優勢，此外，台灣正面臨世界經濟不景氣的影響，人力資源更應該專注在有助於組織的策略擬定及替代方案上，提升本身的人力資源效能和組織效能，亦幫助組織渡過經濟危機。
研究對象為天下雜誌調查的千大企業，回收自製造業、服務業和金融業共70份問卷，進行迴歸分析的結果發現，前瞻性和策略性人力資源管理確實對人力資源效能有正向影響，其中僅有策略性人力資源對組織效能有顯著的影響。另外，本文所發放的問卷於2006年也曾用於調查千大企業，因此研究中進一步將2006年和2009年結果相較，發現人力資源活動經過三年的時間後在行政營運事務比例下降，前瞻性及策略性人力資源、人力資源效能與組織效能皆有所提升。
由於前瞻性與策略性人力資源的定義容易混淆，前瞻性未如策略性人力資源受到業界的重視，但從本研究可以瞭解，兩者能夠對於人力資源效能有所提升，僅有策略性對組織效能有影響，未來若加強前瞻性人力資源，進而將前瞻性與策略性互相結合，能夠產生最大的競爭優勢。因此現階段應致力於前瞻性和策略性人力資源的發展，且降低行政事務，將寶貴的時間運用在前瞻性和策略性事務，將前瞻性和策略性人力資源作結合，進一步影響組織績效並產生競爭優勢。

摘要(英)

This research focused on different human resource activities and skills, and the effects from each of them to the human resource effectiveness and the organizational effectiveness. According to the competitive advantage model (Brockbank, 1999), we separate the activities and skills into three categories: operationally reactive, proactive and strategic. Among the combination of operational, reactive, strategic and proactive, Brockbank suggested that if human resource linked strategic and proactive, the strategically proactive activities and skills could create the most competitive advantage and contribution to the organizations. Therefore, we use this concept to review the execution of strategically proactive human resource in Taiwan’s organizations.
We collected 70 samples which are the Top 1000 companies surveyed by CommonWealth magazine, including 1000 manufacturing, 500 service and 100 banking industry. Instead of understanding the human resource in Taiwan and the influence on effectiveness, we also compare the human resource and effectiveness of 2006 and 2009. Because of the economic downturn, 2009 might be a turning point to change the percentage of human resource daily work.
In this research, we found human resource put more time and efforts in operationally reactive human resource than proactive or strategic human resource. The regression analysis showed that human resource effectiveness are significantly positively affected by proactive and strategic human resource, and organizational effectiveness are significantly positively affected by strategic human resource. When comparing 2006 and 2009, we found both proactive and strategic human resource are improved. On the other hand, the operationally reactive human resource decreased than before. The result of the situation is that human resource and organizational effectiveness all increased. In the future, human resource should keep raising strategically proactive human resource and reducing operationally routine job.

關鍵字(中)

★ 人力資源效能
★ 前瞻性人力資源
★ 策略性人力資源
★ 組織效能

關鍵字(英)

論文目次

中文摘要 i
英文摘要 ii
致謝辭 iii
目錄 iv
表目錄 v
圖目錄 v
第一章緒論 1
第一節研究動機 1
第二節研究目的 3
第二章文獻探討 4
第一節人力資源活動 4
第二節策略性與前瞻性人力資源管理 7
第三節人力資源效能 15
第四節策略性與前瞻性人力資源對於組織績效之影響 18
第三章研究方法 24
第一節研究架構 24
第二節研究變項 25
第三節分析方法 30
第四節研究對象 31
第四章研究結果 33
第一節信度分析 33
第二節敘述統計分析 34
第三節因素分析 44
第四節相關分析 48
第五節迴歸分析 50
第六節 2006年與2009年之人力資源活動和效能 53
第五章結論與建議 55
第一節研究結論 55
第二節討論 57
第三節管理意涵 59
第四節建議 60
參考文獻 61
附錄 68

參考文獻

一、中文
尹哲庸(民87)，技術環境、組織特質與企業人力資源管理策略關係之研究，輔仁大學碩士論文。
司徒達賢(民90)，策略管理新論─觀念架構與分析方法，台北：致勝文化。
李婷立(民94)，高績效工作系統與組織公民行為之關係─以信任、組織承諾、責任感為中介變數，國立成功大學國際企業研究所碩士論文。
黃英忠(民85)，人力資源管理的理念與應用，中華民國期刊34，頁36-45。
黃家齊(民89），人力資源管理系統內部契合與組織績效之關聯性研究，中山管理評論，第8 卷，第3 期。
黃家齊(民91)，人力資源管理活動與組織績效─員工技能與動機的中介效果，人力資源管理學報，第2卷，第4期。
張火燦(民86)，策略性人力資源管理，中華民國期刊43，頁8-14。
葉修誌(民95)，組織變革策略、人力資源策略與人力資源單位涉入程度對組織變革成效影響之研究─以新竹科學工業園區高科技廠為例，國立中山大學人力資源管理研究所碩士在職專班論文。
二、英文
Anonymous. (2004). Maximizing the return on HR investment: The benefits and challenges of global strategic human resource management. Human Resource Management International Digest, 12(3), 8-10.
Anonymous. (2006). CEOs fail to deliver investment on people promises. Training Journal, May, p.8.
Arthur, J. B. 1994. Effects of human resource systems on manufacturing performance and turnover. Academy of Management Journal, 37: 670-687.
Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17, 99-120.
Beatty, C., and Schneier, C.E. (1988). Stragegic performance appraisal issues. In R. S. Schuler, S. A. Youngblood, and V. L. Huber (Eds.). Readings in personnel and human resource management, 3rd ed., St. Paul: West Publishing, 256-266.
Becker B., and Gerhart B. (1996). The impact of human resource management on organizational performance: progress and prospects. Academy of Management Journal, 39(4), 779-801.
Becker, B.E., and Huselid, M.A. (1998). High performance work systems and firm performance: A synthesis of research and managerial implications. Research in Personnel and Human Resource Management, 16, 53-101.
Beer, M., Spector, B., Lawrence, P. R., Miles, D. Q. & Walton, R. E.(1985). Human Resource Management: A General Manager’s Perspective. New York: Free press.
Berg, P. (1999). The effects of High Performance Work System Practice on job satisfaction in the United Stated steel industry. Relations Industrielles /Industrial Relations, 54(1), 111-134.
Boxall, P. and Steeneveld, M. (1994). Human resource strategy and competitive advantage: a longitudinal study of engineering consultancies. Journal of Management Studie, 36(4), 443–463.
Brockbank, W. (1999). If HR were strategically proactive: Present and future directions in HR’s contribution to competitive advantage. Human Resource Management, 38(4), 337-352.
Brockbank, W., Ulrich, D. & James C. (1997). Trends in human resource competencies. Third Conference on Human Resource Competencies. University of Michigan School of Business, Ann Arbor, Michigan.
Carroll, S. (1987). Business strategies and compensation systems. In D.B. Balkin and L.R. Comez-Mejia, New perspectives in compensation. Englewood Cliffs, NJ:Prentice Hall, 343-355.
Cascio, W. F. (1991). Costing human resources: The financial impact of behavior in organizations. Boston: PWS-Kent.
Chandler, A. D. (1962). Strategic and Structure: Chapter in the History of the Industrial Enterprise. Cambridge, MA: M.I.T. Press.
Davidson, B. (2003). Reviewing corporate financials show how HR measures up. Employee Relations Today (Spring). Available at: www.interscience.wiley.com.
Delaney, J.T., and Huselid, M.A. (1996). The impact of human resource management practices on perceptions of organizational performance. Academy of Management Journal, 39(4), 949-969.
Dessler, G. (1994). Human Resource Management (6th ed.) Prentic Hall.
Drucker, P. (1959). Landmarks of tomorrow. New York: Harper.
Dyer, L. (1993). Human Resource as a Source of Competition Advantage. Kingston, Ont: Queen’s University, Industrial Relations Centre Press.
Dyer, L. and Reeves, T. (1995). Human resource strategies and firm performance: what do we know and where do we need to go? International Journal of Human Resource Management, 6(3), 656–670.
Fey, C. F., Bjorkman, I. and Pavlovskaya, A. (2000) The Effect of Human Resource Management Practices on Firm Performance in Russia. International Journal of Human Resource Management, 11(1), 1-18.
Flamholtz, E.G., and Lacey, J.M. (1981). Personnel management, human capital theory, and human resource accounting. Los Angeles: Institute of Industrial Relations, University of California.
Gerstein, M., and Reisman, H. (1983). Strategic selection: Matching executives to business conditions. Sloan Management Review, 4(2), 33-49.
Gomez-Mejia, L.R. & Balkin, D.B. (1992). Compensation, organizational strategy, and firm performance. Cincinnati, OH: South-Western.
Greer, C.R. (1995). Strategy and human resource: a general managerial perspective. New Jersey: Prentice-Hall, Inc.
Han, J., Chou, P., Chao, M., and Wright, P. M. (2006). The HR Competencies-HR Effectiveness Link: A Study in Taiwanese High-tech Companies. Human Resource Management, 45(3), 391–406.
Huselid, M. A. (1995). The Impact of Human Resource Management Practices on Turnover, Productivity, and Corporate Financial Performance. Academy of Management Journal, 38(3), 635-672.
Huselid, M.A., and Becker, B.E. (1997). The impact of High Performance Work Systems, implication effectiveness, and alignment with strategy on shareholder wealth. 1997 Academy of Management Annual Meetings, Human Resource Management Division.
Huselid, M.A., Jackson, S.E. and Schuler, R.S. (1997). Technical and strategic human resource management effectiveness as determinants of firm performance. Academy of Management Journal, 40(1), 171-188.
Ichniowski, C., Shaw, K., & Prennushi, G. (1997). The effects of human resource management practices on productivity: A study of steel finishing lines. The American Economic Review, 87, 291-313.
Itami, H. (1987). Mobilizing Invisible Assets. Boston MA: Harvard University Press.
Kaiser, H. F. (1974). An Index of Factorial Simplicity. Psychometrika, l(39), 31-36.
Kotey, B. and Slade, P. (2005) Formal Human Resource Management Practices in Small Growing Firms. Journal of Small Business Management, 43(1), 16-40.
Krishnan, S. and Singh, M. (2006). Strategic Human Resource Management: Three-Stage Process and Influencing Organizational Factors. Available at: http://www.iimahd.ernet.in/publications/data/2004-06-04manjari.pdf.
Lado, A.A. and Wilson M.C. (1994). Human resource systems and sustained competitive advantage: a competency-based perspective. Academy of Management Review, 19(4), 699–727.
Lawler, E. (1992). The ultimate advantage: Creating the high involvement organization. San Francisco, CA: Jossey-Bass.
Lawler, E.E. and Mohrman, S.A. (2003). Creating a Strategic Human Resources Organization: An Assessment of Trends and New Directions. California: Stanford University Press.
Lepak, D.P. and Snell, S.A. (1999). The human resource architecture: Toward a theory of human capital allocation and development. Academy of Management Review, 24, 31–48.
Levine, D.I. (1995). Reinventing the Workplace: How Business and Employees Can Both Win. Washington, D.C.: Brookings Institution.
Martell, K. & Carroll, S. J. (1995). Which executive human resource management practices for the top management team are associated with higher firm performance? Human Resource Management, 34(4), 497-512.
Meshoulam, I., and Baird, L. (1987). Proactive Human Resource Management. Human Resource Management, 26(4), 483-502.
Morton, C., Newall, A., and Sparkes, J. (2000). Leading HR: delivering competitive advantage. CIPD Publishing.
Mueller, F. (1996). Human resources as strategic assets: an evolutionary resource-based view. Journal of Management Studies, 33(6), 757–785.
Parnes, H. S. (1984). People power. Beverly Hills, CA: Sage Publications.
Park, H. J., Mitsuhashi, H., Fey, C. F. and Bjorkman, I. (2003). The Effect of Human Resource Management Practices on Japanese MNC Subsidiary Performance: A Partial Mediating Model. International Journal of Human Resource Management, 14(8), 1391-1406.
Perrin, T. (1992). Priorities for competitive advantage. New York: IBM and Towers Perrin.
Pfeffer, J. (1994). Competitive advantage through people. Boston Massachusetts: Harvard Business School Press.
Pfeffer J. (1998). The Human Equation: Building Profits by Putting People First. Boston: Harvard Business School Press.
Porter, M. (1985). Competitive Advantage: Creating and sustaining superior performance. New York: The Free Press.
Porter, M. (1990). The competitive advantage of nations. New York: The Free Press.
Pricewaterhouse Coopers. (2005). Human Resources Benchmarks and Best Practices: A Global Study. Available at: http://www.pwcglobal.com.
Richard, O. C. & Johnson, N. B. (2004). High performance work practices and human resource management effectiveness: Substitutes or complements? Journal of Business Strategies, 21(2), 133-149.
Schermerhorn, J. R. (2001). Management update 2001. (6th ed.) New York: John Wiley and Sons, Inc.
Schuler, R.S. (1989). Strategic human resource management and industrial relations. Human Relations, 42(2), 157-184.
Schuler, R.S. and Jackson, S.E. (1987). Linking Competitive Strategies with Human Resource Management Practices. Academy of Management Executive, 1(3), 207-219.
Singh, K. (2003). Strategic HR orientation and firm performance in India. The International Journal of Human Resource Management, 14(4), 530-543.
Snell, S.A. and Dean, J.W. (1992). Integrated manufacturing and human resource management: A human capital perspective. Academy of Journal. 35(3), 467-504.
Tichy, N., Fombrun, C. & Devanna, M. (1982). Strategic human resource management. Sloan Management Review, 23, 47-60.
Tsui, A.S., Pearce, J. L., Porter, L. W. & Tripoli, A.M. (1997). Alternative Approaxhes to the Employee-organization Relationship: Does Investment in Employees pay off? Academy of Management Journal, 40, 1089-1211.
Ulrich, D. (1997). Human Resource Champion. Boston: Harvard Business School.
Ulrich, D. and Brockbank, W. (2005). The HR Value Proposition. Boston: Harvard Business School.
Wright, P. M. and Snell, S.A. (1998). Toward a unifying framework for exploring fit and flexibility in strategic human resource management. Academy of Management Review, 23(1), 756–772.
Wright, P. M., McMahan, G. C., Snell, S. A., & Gerhart, B. A. (1998). Comparing Line and HR Executives’ Perceptions of HR Effectiveness: Services, Roles, and Contributions. CAHRS Working Paper Series. Available at: http://digitalcommons.ilr.cornell.edu/cahrswp/140
Youndt, Snell, Dean & Lepak. (1996). Human Resource Management, Manufacturing Strategy, and Firm Performance. The Academy of Management Journal, 39(4), 836-866.

指導教授

房美玉(Mai-yu Fang)

審核日期

2009-7-17

推文