Talent Management and Performance: A Moderated-Mediation Model of Career Competencies and Perceived Organizational Support

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：13

、訪客IP：3.144.33.41

姓名

林茜茹(Cian-Ru Lin) 查詢紙本館藏

畢業系所

人力資源管理研究所

論文名稱

(Talent Management and Performance: A Moderated-Mediation Model of Career Competencies and Perceived Organizational Support)

相關論文

★ 業務主管領導力對部屬招募行為之影響-以S壽險公司為例	★ 人力精簡對企業績效的影響–以產業特性為調節變項
★ 經理人超額薪酬、經理人異動與公司績效之關係	★ 人口老化對企業之影響與因應對策-以傳統產業為例
★ 運用羅吉斯迴歸探討企業績效、公司治理與經理人異動之關聯性	★ 護理人員組織承諾與專業承諾對離職傾向與離業傾向的影響
★ 運用存活分析探討高科技產業招募者人格特質與離職風險之關聯性-以A公司為例	★ 金融電子化對台灣銀行業組織績效及人力彈性影響之探討
★ 人力資源部門角色與功能轉變之個案研究	★ 高階主管薪酬級距與公司績效之關聯性分析
★ 人力招募政策及主管領導風格對新進人員晉升與離職傾向之影響-以房仲業S公司為例	★ 影響台灣勞工赴海外就業的決定性因素
★ 董事會特性對企業績效之影響-以人力資本為調節變項	★ 董事會異質性之決定因素
★ 公司治理結構與就業調整	★ 總經理雙元性、股權集中度、人力資本與組織績效

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]

[檢視]

[下載]

本電子論文使用權限為同意立即開放。
已達開放權限電子全文僅授權使用者為學術研究之目的，進行個人非營利性質之檢索、閱讀、列印。
請遵守中華民國著作權法之相關規定，切勿任意重製、散佈、改作、轉貼、播送，以免觸法。

摘要(中)

在今日變動快速又被動的商業環境中，有關人才永續的議題，於 ESG 浪潮之下逐漸受到關注，擁有較高的策略價值和獨特性的人才可以作為企業的競爭價值來源，人才管理更被認為具有重要的關鍵切入點。本研究以結構方程模型進行有關人才管理的相關分析研究。探討人才管理措施是否透過中介項:職涯能耐的累積對員工任務性績效形成影響，並加入感知組織支持作為調節因子。過程中，運用問卷調查法，以目前在台灣地區的從業人員為主要調查對象，共計 220 份問卷作為統計分析資料。研究結果顯示: (1) 產生職場連結的人才管理措施對員工任務績效有正向影響效果 (2) 產生職場連結的人才管理措施對職涯能耐有正向影響效果 (3) 職涯能耐對員工任務績效有正向影響效果 (4) 產生職場連結的人才管理措施會透過職涯能耐的累積對員工任務性績效形成正向影響 (5) 感知組織支持在職涯能耐與任務績效之間的調節作用僅達低度統計顯著 (6) 最終調節式中介模型因未達統計顯著，並未構成。然而，產生職場連結的人才管理措施、職涯能耐與任務績效的中介效果模型仍成立。因此，透過企業對特定面向人才管理措施的執行，讓員工的職涯能耐有所累積，進而期望提升員工任務性的績效表現。

摘要(英)

My study uses structural equation modeling (SEM) to conduct an analysis of talent management. The study investigates whether talent management practices have an impact on employees’ task performance through the mediator, the accumulation of career competencies, with perceived organizational support (POS) as a moderator. A questionnaire survey is conducted with the current workforce in Taiwan as the main target group. A total of 220 questionnaires are used for statistical analysis. The results of the study reveal that: (1) Talent management practices relevant to task linkage have a positive effect on employees’ task performance (2) Talent management practices relevant to task linkage have a positive effect on career competencies (3) Career competencies have a positive effect on employees’ task performance (4) Talent management practices relevant to task linkage have a positive effect on employees’ task performance through the accumulation of career competencies (5) The moderating effect of perceived organizational support between career competencies and task performance is only weakly statistically significant (6) The final moderating mediator model is not valid as it isn’t statistically significant. However, the mediation model of talent management, career competencies and task performance that generate workplace linkages still holds. Therefore, the implementation of specific talent management practices is expected to build career competencies, which in turn will improve employees’ task performance.

關鍵字(中)

★ 人才管理
★ 職涯能耐
★ 感知組織支持
★ 任務性績效

關鍵字(英)

★ Talent Management
★ Task Performance
★ Career Competencies
★ Knowing-why
★ Knowing-whom
★ Knowing-how
★ Perceived organizational support

論文目次

Chinese Abstract ii
English Abstract iii
Table of Contents i
List of Figures iii
List of Tables iv
Chapter I. Introduction 1
1.1 Motivation and Purpose 1
1.2 Research Outline 3
Chapter II. Literature Review and Hypotheses 5
2.1 Talent Management: Definition and Practices 5
2.2 Task Performance as an Outcome Variable 7
2.3 Career Competencies: Three Ways of Knowing 9
2.4 The Role of Career Competencies Between Talent Management and Task Performance 11
2.5 The Moderating Role of Perceived Organizational Support 13
Chapter III. Research Method 16
3.1 Research Model 16
3.2 Research Sample and Data Collection 16
3.3 Variables Measurement 17
3.3.1 Talent Management 17
3.3.2 Career Competencies: Knowing-why, Knowing-whom, Knowing-how 17
3.3.3 Task Performance 18
3.3.4 Perceived Organizational Support 18
3.4 Analysis Method 19
3.4.1 Descriptive Statistics 20
3.4.2 Exploratory Factor Analysis 20
3.4.3 Reliability and Validity Analysis 21
3.4.4 Correlation Analysis 22
3.4.5 Path Analysis 22
Chapter IV. Research Results 24
4.1 Descriptive Statistics 24
4.2 Exploratory Factor Analysis 25
4.3 Reliability and Validity Analysis 29
4.3.1 Cronbach’s α: Internal Consistency 30
4.3.2 Second-Order CFA: Composite Reliability, Construct Validity and Model Fit 31
4.4 Correlation Analysis 35
4.5 Path Analysis 36
4.5.1 Analysis of the Mediating Effect 37
4.5.2 Analysis of the MOME Model 39
Chapter V. Conclusion 42
5.1 Finding and Discussion 42
5.2 Management Implication 45
5.3 Limitations and Recommendations 46
References 49
Appendix 53

參考文獻

台北大學 & 遠見編輯部(2022,May9)。永續經營關鍵根基在「人才」，讓 ESG 從觀念到實踐。遠見雜誌
黃韻瑾(2011).教練方式在生涯發展的應用.北台灣學報，第 32 期，203-214。
賴若涵(2021, November 29)。千萬別只把員工當成本!7 大新指標，重塑永續新人才。
Cheers 快樂工作人雜誌。
Akkermans, J., Brenninkmeijer, V., Huibers, M., & Blonk, R. W. B. (2013). Competencies for the Contemporary Career: Development and Preliminary Validation of the Career Competencies Questionnaire. Journal of Career Development, 40(3), 245-267.
Anakwe, U. P., Hall, J. C., & Schor, S. M. (2000). Knowledge-related skills and effective career management. International Journal of Manpower, 21, 566-579.
Arthur, M. B., Claman, P. H., & DeFillippi, R. J. (1995). Intelligent enterprise, intelligent career. Academy of Management Executive, 9(4), 7-20.
Arthur, M., & Rousseau, D. (1996). The boundaryless career. New York: Oxford University Press.
Beigi, M., Shirmohammadi, M., & Arthur, M. (2018). Intelligent career success: the case of distinguished academics. Journal of Vocational Behavior. 107, 261-275.
Blau, P. (2017). Exchange and Power in Social Life. Routledge.
Borman, W. C., & Motowidlo, S. J. (1997) Task Performance and Contextual Performance: The Meaning for Personnel Selection Research. Human Performance, 10(2), 99-109.
Collings, D. G., & Mellahi, K. (2009). Strategic talent management: A review and research agenda. Human Resource Management Review, 19(4), 304-313.
Dahshan, M. E. A. E., Keshk, L. I., & Dorgham, L. S. (2018). Talent Management and Its Effect on Organization Performance among Nurses at Shebin El-Kom Hospitals. International Journal of Nursing, 5(2).
Dang, N. T. T., Nguyen, Q. T., & Ha, V. D. (2020). The relationship between talent management and talented employees’ performance: Empirical investigation in the Vietnamese banking sector. Management Science Letters, 10, 2183-2192.
De Vos, A., De Clippeleer, I., & DeWilde, T. (2009). Proactive career behaviors and career success during the early career. Journal of Occupational and Organizational Psychology, 82, 761-777.
DeFillippi, R. J., & Arthur, M. B. (1994). The boundaryless career: a competency-based perspective. Journal of Organizational Behavior, 15, 307-324.
Dhanalakshmi, R. V., & Gurunathan, K. B. (2014). A study on talent management as a strategy to influence employee engagement and its effect on the organizational outcome. International Journal of Business and Administration Research Review, 2(4), 183-186.
Domitille B., Stephanie K. S., Marion F., & Maral M. T. (2022). Do global talent management programs help to retain talent? A career-related framework. The International Journal of Human Resource Management, 33(2), 203-238.
Eby, L. T., Butts, M., & Lockwood, A. (2003). Predictors of Success in the era of the
boundaryless career. Journal of Organizational Behavior, 24, 689-708.
Eisenberger, R., & Huntington, R. (1986). Perceived organizational support. Journal of Applied Psychology, 71(3), 500-507
Foteini K., Konstantinos T., Hugh S., & Manar K. A. (2022). Talent management and
performance in the public sector: the role of organizational and line managerial support for development. The International Journal of Human Resource Management.
Goodman, S. A., & Svyantek, D. J. (1999). Person-organization fit and contextual performance: Do shared values matter. Journal of Vocational Behavior, 55(2). 254-275.
Griffin, M.A., Neal, A., & Parker, S.K. (2007). A new model of work role performance: positive behavior in uncertain and interdependent contexts. Academy of Management Journal, 50 (2), 327-47.
Guzzo, R. A., Noonan, K. A., & Elron, E. (1994). Expatriate managers and psychological contract. Journal of Applied Psychology, 79(4), 617-626.
Haerizadeh, M., & Moradpour, O. (2018). The role of talent management in HR development processes and optimized implementation of talent management strategy. Specialty Journal of Knowledge Management.17-24.
Hair, J.F.J., Anderson, R.E., Tatham, R.L., & Black, W.C., 1998. Multivariate Data Analysis, 5th ed, Prentice Hall, Upper Saddle River, New Jersey.
Inkson, K., & Arthur, M. B. (2001). How to be a successful career capitalist. Organizational Dynamics, 30(1), 48-61.
Kahn, W. A. (1990). Psychological conditions of personal engagement and disengagement at work. Academy of Management journal, 33(4), 692-724.
Kamel, N. (2019). Implementing Talent Management and Its Effect on Employee Engagement and Organizational Performance.
Kiker, D. S., & Motowidlo, S. J. (1999). Main and interaction effects of task and contextual performance on supervisory reward decisions. Journal of Applied Psychology, 84(4), 602- 609.
Kuijpers, M. A. C. T., & Scheerens, J. (2006). Career competencies for the modern career. Journal of Career Development, 32, 303-319.
Kuvaas, B., & Dysvik, A., (2010). Exploring alternative relationships between perceived investment in employee development, perceived supervisor support and employee outcomes. Human Resource Management Journal, 20(2), 138-156.
Lazarova, M., & Taylor, S. (2009). Boundaryless careers, social capital, and knowledge management: Implications for organizational performance. Journal of Organizational Behavior, 30, 119-139
Littleton, S.M., Arthur, M.B., & Rousseau, D.M. (2000). ‘The Future of Boundaryless Careers’ in Collin, A. and Young, R.A (eds.) The Future of Career Cambridge: Cambridge University Press.
Liu, M. J., & Xie, Z. L., (2020). The Impact of High-Performance Work System on New Generation Employees’ Turnover Intention: Psychological Capital as Mediator and Perceived Organizational Support as Moderator. American Journal of Industrial and Business Management, 10, 360-373.
Lyria, R.K. (2013). Role of Talent Management on Organization Performance in Companies Listed in Nairobi Security Exchange in Kenya: Literature Review. International Journal of Humanities and Social Science, 3(21), 285-290.
Mathis, R.L. & Jackson, J.H. (2010). Human Resource Management. 13th Edition, South-Western College Publishing, Ohio.
Mensah, J. K. (2015). A “Coalesced Framework” of talent management and employee performance: For further research and practice. International Journal of Productivity and Performance Management, 64(4), 544-566.
Meyers, M.C. (2015). From essence to excellence: A strengths-based approach to talent management. Tilburg, the Netherlands: Gildeprint.
Meyers, M.C. (2016). Talent management: Towards a more inclusive understanding.
Nijs, S., Gallardo-Gallardo, E., Dries, N., & Sels, L. (2014). A multidisciplinary review into the definition, operationalization, and measurement of talent. Journal of World Business, 49(2), 180-191.
Parker, P., & Arthur, M. B. (2004). Coaching for Career Development and Leadership Development: An Intelligent Career Approach. Australian Journal of Career Development, 13(3), 55–60.
Parker, P., Khapova, S. N., & Arthur, M. B. (2009). The intelligent career framework as a basis for interdisciplinary inquiry. Journal of Vocational Behavior, 75(3), 291-302.
Pulakos, E. D., Arad, S., Donovan, M. A., & Plamondon, K. E. (2000) Adaptability in the workplace: Development of a taxonomy of adaptive performance. Journal of Applied Psychology, 85(4), 612-624.
Rabbi, F., Ahad, N., Kousar, T., & Ali, T. (2015). Talent Management as a Source of
Competitive Advantage. Journal of Asian Business Strategy, 5(9), 208-214.
Stahl, G., Björkman, I., Farndale, E., Morris, S. S., Paauwe, J., Stiles, P., ...Wright, P. M. (2007). Global talent management: How leading multinationals build and sustain their talent pipeline. INSEAD Working Papers Collection, 34(1), 1-36.
Swailes, S., Downs, Y., & Orr, K. (2014). Conceptualizing inclusive talent management: Potential, possibilities and practicalities. Human Resource Development International, 17(5), 529-544.
Tyskbo D. (2019) Talent management in a Swedish public hospital. Personnel Review 48(6), 1611-1633.
Van der Heijde, C. M., & van der Heijden, B. I. J. M. (2006). A competence-based and multidimensional operationalization and measurement of employability. Human Resource Management, 45, 449-476.
Van Scotter, J. R., & Motowidlo, S. J. (1996). Interpersonal facilitation and job edication as separate facets of contextual performance. Journal of Applied Psychology, 81(4), 525-531.
Wang, Y. F. (2017). Effect of Psychological Capital on Voice Behavior: The Mediating Role of Openness to Change and the Moderating Role of Perceived Organizational Support. Journal of Psychological Science, 40, 455-462.
Wayne, Sandy J., Lynn M. Shore, & Robert C. Liden (1997), Perceived Organizational Support and Leader-Member Exchange: A Social Exchange Perspective, Academy of Management Journal, 41 (1), 82-111.

指導教授

陳明園(Ming-Yuan Chen)

審核日期

2023-5-19

推文