主管與部屬交換關係品質與人力資源管理措施對工作投入與工作績效之影響- 以A公司為例

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：83

、訪客IP：3.141.4.12

姓名

賴秋芬(Chiu-fen Lai) 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

主管與部屬交換關係品質與人力資源管理措施對工作投入與工作績效之影響- 以A公司為例
(The quality between Leader-Member Exchange relationships and to measure the level of perfection of human resource management practices to study the impact on the job involvement and job performance-Take A company as an exapmle)

相關論文

★ 組織精簡與員工態度探討 - 以A公司人力重整計劃為例。	★ 訓練成效評估及影響訓練移轉之因素探討----一項時間管理訓練之研究
★ 主管領導風格、業務員工作習慣及專業證照對組織承諾與工作績效之相關研究	★ 研發專業人員職能需求之研究-以某研究機構為例
★ 人力資本、創新資本與組織財務績效關聯性之研究	★ 企業人力資源跨部門服務HR人員之角色、工作任務及所需職能之研究
★ 新進保全人員訓練成效之評估	★ 人力資源專業人員職能之研究－一項追蹤性的研究
★ 影響企業實施接班人計劃的成功因素	★ 主管管理能力、工作動機與工作績效之關聯性探討─以A公司為例
★ 影響安全氣候因子之探討-以汽車製造業為例	★ 台電公司不同世代員工工作價值觀差異及對激勵措施偏好之研究
★ 不同的激勵措施對員工工作滿足及工作投入之影響性分析	★ 工作價值觀、工作滿足對組織承諾之影響(以A通訊公司研發人員為例)
★ 薪資公平知覺與組織承諾關係之探討－以內外控人格特質為干擾變項	★ 改善活動訓練成效評量之研究

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)

本研究以傳統產業之A醫療器材製造公司的人員為研究對象，探討主管與部屬交換關係品質與人力資源管理措施完善的認知對工作投入與工作績效的影響，藉以協助企業在擬定或導入人力資源管理措施，與主管與部屬交換的品質關係規劃適當的管理措施與作法，並針對組織發展需求以提昇或維持較佳的績效。
研究的目的，主要在探討主管與部屬交換關係、人力資源管理措施認知、員工工作投入、工作績效之間的關係，同時探討主管與部屬交換關係與人力資源管理措施認知是否會透過工作投入的中介作用，而影響員工的工作績效，以及不同的主管與部屬交換關係、員工投入及工作績效上是否有顯著的差異。因此主要研究目的在於: 一、探討主管與員工交換關係的品質對工作投入與工作績效的影響。二、探討不同的人力資源管理措施認知對工作投入與工作績效之影響。三、探討工作投入對工作績效的影響。研究以A醫療器材製造公司從業人員為抽樣對象。共發出200 份問卷，回收135 份，去除無效問卷13份，有效問卷為122份。研究發現如下：
1.主管與部屬關係與員工工作投入有正向關連，主管與部屬交換關係品質愈好，將有效提昇員工工作績效，與工作投入是正向關連，對工作績效之間呈現顯著正相關。
2.人力資源管理措施其中招募與甄選、訓練與職涯發展、績效管理評估、薪資福利與員工關係對員工之工作投入是正向關連。對於工作投入而言，員工愈認同訓練與升遷發展制度愈公平公正，對工作投入則是顯著正相關的影響。
3.人力資源管理措施中，訓練與職涯發展與工作績效之間呈現顯著之正相關。而招募甄選、績效評估與管理、薪資福利認知、員工關係與工作績效之間呈現正相關。對於工作績效-合作滿意方面而言，員工知覺人力資源管理措施制度愈完善，其工作績效將愈佳。對於工作績效-目標達成率方面而言，員工知覺人力資源管理措施制度愈完善，其工作績效將愈佳。要提昇工作績效，除了直接規劃提昇工作績效的措施外，亦可藉著提昇工作投入來提昇工作績效，從第四章迴歸分析的結果可知，工作投入對工作績效之間呈現顯著正相關，即工作愈投入、工作績效愈佳。藉此達成人力資本的增值最為明顯與直接。
4.工作投入對工作績效之間呈現顯著正向影響關係。即工作愈投入、工作績效愈佳。主管與部屬交換關係品質愈佳，其工作績效愈好，知覺訓練與職涯發展制度愈佳，其工作績效也會愈佳，但二者也會透過工作投入的中介作用而提昇其工作績效。因此，可透過提高工作投入間接提高工作績效。

摘要(英)

The purposes of this study are to explore the quality between Leader-Member Exchange relationships and to measure the level of perfection of human resource management practices to study the impact on the job involvement and job performance. Assist an organization to select or to implement the suitable human resource managerial methods for the needs of organizational development in order to improve or maintain a better performance.
The objectives of the study are aimed to explore the quality between Leader-Member Exchange relationships; the recognition of human resource practices、the relation influence between job involvement and job performance，at the meantime to study the relationship between Leader-Member Exchange and practices of human resource management whether are put through the intermediary of job involvement , and affect their job performance, and a different leader and member exchange relations, employee involvement and job performance, on whether there are significant differences. Therefore the main purpose of the study：(1) To explore the quality between leader and members exchange relationships on job involvement and job performance. (2) To discuss the different cognitive of various human resource practices on the job involvement and influence. (3) To study job involvement influence on job performance. The research targets on of all employees of A medical equipments firm in the traditional industry. Issued a total of 200 questionnaires, recycled 135, remove invalid questionnaire 13, the valid questionnaire is 122. The findings of the study are as follows:
1. Leader-Member Exchange relationships and job involvement are positive correlation. When the exchange quality is better, it will enhance staff performance, and job involvement is positively related to work performance showed a significant positive correlation
2. Human resource management practices are including recruitment and selection, training and career development, performance management, compensation and benefits, and employee relations are positive correlation to the employee job involvement. For job involvement, staff recognized training and career development practice more fair and equitable the level of job involvement is a significant positive correlation affect.
3. Human resource management practices, training and career development and job performance showed a significant positive correlation. The recruitment selection, performance management, compensation and benefits recognition, employee relations are a positive correlation to the job performance. For job performance - in terms of cooperation satisfaction, employee perceptions of human resource management practices more perfect, the staff performance will be better. The performance - in terms of goal achievement rates, staff perception of human resources management practices, the more perfect, its performance will be better. To improve performance, In addition planning to enhance job performance directly, it also can be by enhance job involvement。From Chapter IV regression analysis results, job involvement on job performance showed a significant positive correlation, the work of more involve, the higher performance. It can be achieved the added value of human capital the most obviously and directly.
4. Job involvement on job performance showed a significant positive correlation. More involvement is higher performance. The quality of Leader-Member Exchange is better ,the staff job performance is better，perceived training and career development practice is better, its performance will be better, but they both will put through job involvement the intermediary role to upgrade its performance . Therefore, by enhance the job involvement to improve job performance.

關鍵字(中)

★ 主管與部屬交換關係
★ 人力資源管理措施
★ 工作投入
★ 工作績效

關鍵字(英)

★ Leader-Member Exchange relationships
★ job involvement
★ job performance
★ human resource management practices

論文目次

一緒論 1
1-1 研究動機 1
1-2研究目的 3
二文獻探討 4
2-1主管與部屬交換關係、工作投入與工作績效之關係 4
2-2人力資源管理措施與工作投入與工作績效之關係 7
2-3工作投入與工作績效之關係 14
三研究方法 20
3-1研究架構 20
3-2研究假設 20
3-3變數的操作型定義與測量工具 23
3-4研究對象 26
3-5資料統計與分析方法 27
四研究結果與分析 29
4-1樣本敍述統計分析 29
4-2信效度分析 30
4-3研究變項相關分析 38
4-4迴歸分析結果 39
五研究結論與建議 51
5-1結論 51
5-2管理意涵 55
5-3研究限制與建議 57

參考文獻

中文部分
王宗鴻，「人格特質、主管領導風格與人力資源管理措施對工作投入與工作績效之影響」，國立中央大學人力資源管理研究所未出版碩士論文，民國95年。
古秀華，「人力資源管理措施對人力資源管理績效之影響」，國立中央大學人力資源管理研究所未出版碩士論文，民國93年。
吳明隆，「SPSS操作與應用：問卷統計分析與分析實務，二版二刷」，台北：五南圖書出版股份有限公司，民國98年。
吳秉恩，組織行為學，台北：華泰書局，民國85年。
吳萬益，「企業研究方法」，第三版，台北：華泰文化，民國97年。
林文政、陳慧娟、王湧水，「薪資制度與管理」，初版二刷，台北：國立空中大學，頁18，民國96年。
林慧敏，「領導者與部屬交換關係對員工工作態度之影響 - 以C公司為例」，國立中央大學人力資源管理研究所碩士論文，民國93年。
張仁杰，「領導者/部屬交換理論與組織行為有關變數關係之研究」，國立成功大學企業管理研究所碩士論文，民國90年。
陳哲彥，「人力資源管理與組織績效之關係」，中山大學人力資源管理研究所碩士論文，民國87年。
陳旭耀，「管理者自我導向學習傾向、管理才能、工作績效之相關研究--以知覺組織支持為干擾變項」，國立中山大學人力資源管理研究所碩士在職專班碩士論文，民國97年。
黃同圳，「人力資源管理的 12 堂課」，台北: 天下文化，民國91年。
黃家齊，「人力資源管理系統與組織績效--智慧資本觀點」，管理學報，19:3，頁415-450，民國91年。
黃家齊，「人力資本投資系統、創新策略與組織績效---多種契合觀點的驗證」，管理評論，22(1)，pp.99-126，民國92年。
黃家齊、顧萱萱，「人力資本投資與組織績效」，一九九九海峽兩岸財經與商學研討會論文集，頁385-400，民國88年。
蔡書妮，「領導行為對於員工的組織公平認知與工作滿意度之影響- 以主管與部屬交換關係理論觀點探討」，國立中央大學人力資源管理研究所碩士論文，民國94年。
江福興，「以社會資本觀點探討國內製造業員工之人格特質與工作價值觀對其工作績效之影響」，國立成功大學企業管理研究所碩士論文，民國93年。
邵秀玲，「以社會資本觀點探討中階主管之事業生涯成功與工作績效」，國立中山大學人力資源管理研究所碩士在職專班碩士論文，民國94年。
英文部份
Anderson, J., Milkovich, G., & Tsui, A. “A model of intra organizational mobility.” Academy of Management Review, Vol. 6, pp. 529-539，1981.
Baron R. M., & Kenny D. A, “The moderator-mediator variable distinction in social psychological research: Conceptual, strategic, and statistical considerations.” Journal of Personality and Social Psychology, 51(6)：pp.173-182，1986
Becker, G.S. “The Economic Approach to Human Behavior ”Chicago: University of Chicago Press，1976
Becker，B.，& Gerhart，B. “The impact of human resource management on organizational performance: progress and prospects.” Academy of Management Journal，39(4): .pp.779-801，1996.
Blau,P.M., “Exchange and Power in Social Lift”, New York: John Wiley & Sons. 1964
Borman, W. C. (1991), “Job behavior, performance and effectiveness”, Handbook of Industrial Organizational Psychology, Palo Alto, CA: Consulting Psychologists Press, pp. 271-326.
Borman, W.C. ＆ Motowidlo, S.J., “Expanding the criterion domain to include elements of contextual performance”, In N. Schmitt, W. C Borman ＆ Associates,Personnel Selection in Organization, San Francisco: Jossey-Bass. pp.71-98.，1993
Brouthers, K.D.. “Cultural and Transaction Cost Influences on Entry Mode Choice and Performance”. Journal of International Business Studies, pp. 203-223.，2002
Byars, L. and L. W. Rue . Human Resource and Personnel Management, Homewood.，1994
Campbell, J. P., McHenry, J. J. & Wise, L. L. “Modeling job performance in a population of jobs.” Personnel Psychology, 43: pp.313-333，1990
Danserean, F., Graen, G., & Haga, W. J. “ A vertical dyad linkage approach to leadership within formal organizations: A longitudinal investigation of the role making process.” Organizational Behavior and Human Performance, Vol.13, pp. 46-78.，1975
Deci, E. L.，Intrinsic Motivation, Plenum，1975
Delery，J. E. & Doty，D. H. “Modes of theorizing in strategic human resource management: tests of universalistic，contingency，and configurational performance predictions”， Academy of Management Journal，39(4) pp:.802-835.，1996
Dessler, G.，. Human Resource Management, 6th Edition, Prentice Hall.，1994
DeVellis, R. F., Scale Development Theory and Applications. London: SAGE，1991.
Gay, L. R., Educational Research Competencies for Analysis and Application, Macmillan, New York，1992.
Gerhart，B.，and Milkovich，G. T. “Organization Differences in Managerial Compensation and Financial Performance.” Academy of Management Journal，33，663-691.，1990.
Graen, G. B., & Scandura, T. A. “Moderating effects of initial leader-member exchange status on the effects of a leadership intervention.” Journal of Applied Psychology, Vol.69, pp. 428-436.，1984.
Graen, G. B., & Uhl-Bien, M.. “Toward a contingency model of empowerment: Contribution of self-management empowerment and leadership-making empowerment to uni-functional and multi-functional professional work unit performance.” Paper Presented at the National Academy of Management Meeting. Atlanta GA.，1993
Graen, G. B., Novak, M., & Sommerkamp, P. “The effects of leader-member exchange and job design on productivity and satisfaction: Testing a dual attachment model.”Organizational Behavior and Human Performance, Vol.30,pp. 109-131.，1982.
Graen, G., & Cashman, J., Haga, “A role-making model of leadership informal organizations: A developmental approach. In J. Hunt & L. Larson (Eds.), Leadership Frontiers, pp. 143-166. Kent, OH: Kent State University Press. 1975
Graen, G., & Scandura, T. “Toward a psychology of dyadic organizing.In L. Cummings & B. Staw (Eds.), Research in Organizational Behavior, Vol. 9, pp.175-208. Greenwich, CT: JAI Press. 1987.
Graen, G., & Uhl-Bien, M.. Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 Years: Applying a multi-level multi-domain perspective. Leadership Quarterly, Vol. 6(2),pp. 219-247.，1995
Graen, G.., Novak, M., & Sommerkamp, P. The effects of leader-member exchange and job design on productivity and satisfaction: Testing a dual attachment model. Organizational Behavior and Human Performance, 30, pp. 109-131.，1982.
Harel，Gedaliahu H & Tzafrir，Shay S.. “The Effect of Human Resource Management Practices on the Perceptions of Organizational and Market Performance of the Firm”，Human Resource Management，38(3). pp.185-200，1999
Huselid，M. A. (1995). The impact of human resource management practices on turnover，productivity，and corporate financial performance. Academy of Management Journal，38(3): 635-672，1995.
Ing-Chung Huang，Junying Huang & Jin Feng Uen，. The relationships between human resource systems and organizational performance in high-tech companies in Taiwan. Sun Yat-Sen Management Review，International Issue (August): 643-656，1998
Kanungo, R. N., “Measurement of Job and Work Involvement,＂Journal of Applied Psychology, 67, pp.341-349，1982
Kanungo, R. N., “Work Alienation: A Pancultural Perspective,＂Management Organization, 8（1-2）, pp.119-138，1983
Knoke，D.，& Kalleberg，A. L.. Job training in U.S. organizations. American Sociological Review，(59)，537-546 ，1994
Koch，M. J.，& McGrath，R. G. (1996). "Improving labor productivity: Human resource management policies do matter"，Strategic Journal，17，pp.335-354，1996
Latham, G. P. & Wexley, K.N. “Increasing Productivity Through Performance Appraisal Grending.” MA: Addison-Wesley.，1981
Lawler, E. E. & Hall, D. T., “Relationship of Job Characteristic to Job Involvement, Satisfaction, and Intrinsic Motivation,” Journal of Applied Psychology, Vol. 54, , pp. 305-312，1970
Lawler, E.E., “Job design and employee motivation,” Personnel Psychology,22, pp.426-435，1969
Lawler, Edward E., III, Outlook on Compensation and Benefits: Pay for Performance Making it Work, Personnel, 65(10), 68-71，1988
Lee, Y.D., Lain, J.W. and Chen, C.Y., “A study on the measurement of productivity for white-collor employees: a case of electronic industry in Taiwan.” The Chinese Military Academy Journal, 345-361，1999
Lepak,D. & Snell,S. “The human resource architecture: Toward a theory of human capital allocation and development”, Academy of Management Review,24(1),pp.31-48，1999,
Liao, H., & Chuang, A, “A multilevel investigation of factors influencing employee service performance and customer outcome,” Academy of Management Journal, Vol.47, No.1, pp.41-58.，2004
Liao, H., & Chuang, A., “Transforming service employees and climate: a multilevel, multisource examination of transformational leadership in building long-term service relationship,” Journal of Applied Psychology, Vol.92, No.4, pp.1006-1019.，2007
Lodahl, T. M. and M. Kejner, “The Definition & Measurement of Job Involvement,” Journal of Applied Psychology, Vol.49, No.1,, pp. 24-33，1965
Milkovich, G.T. & Newman, J.M., “Compensation,” 7th ed., N.Y.: McGraw-Hill，2002.
Moch, M. K., “Job Involvement, Internal Motivation and Employees＇ Integration Networks of Work Relationships,＂ Organizational Behavior and Human Performance, 25, pp.15-31，1980
Murphy, K. R. & Cleveland, J. N. Understanding Performance Appraisal. London. SAGE.，1995
Ngo，H.，Turban，D.，Lau，C.，& Lui，S.. “Human resource management practices an firm performance of multinational corporations: Influences of country of origin” International Journal of Human Resource Management，9 : 632-653，1998
Noe, R. A. et al., “Human Resource Management: gaining a competitive advantage,” 3rd ed., McGraw-Hill Companies.，2000
Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright P. M.,. Human Resources Management: Gaining a competitive advantage 4th, New York: McGraw-Hill.，2003
Nunnally, J. C., Psychometric Theory, 2nd ed. New York: McGraw-Hill, 1978.
Rabinowitz, S. L. & D. T. Hall, “Organizational Research on Job Involvement,” Psychological Bulletin, 41, pp.574-599，1977
Rabinowitz, S. S., & Hall, D. T. “Organization research on job involvement.” Psychological bulletin, 84（2）, pp.265-288，1977
Robins, S. P. “Organizational Behavior” 9th ED., Prentice-Hall Inc.，2001
Saleh, S. D., & Hosek, J., “Job Involvement: Concepts and Measurements,” Academy of Management Journal, Vol. 2, No. 6, , pp. 229-253，1976
Schriesheim, C. A., Castro, S. L. & Cogliser, C. C. Leader-member exchange (LMX) research: A comprehensive review of theory, measurement, and data-analytic practices. Leadership Quarterly, 10, pp.63-113，1999.
Schuler，R. S. & Jackson，S. E. Human Resource Management：Positioning for the 21th Century，6th ed.，Minneapolis/St. Paul，Minn.：West Publish.，1996
Schuler，R. S.，& Jackson，S. E. “Linking competitive strategies with human resource management practices，” Academy of Management Executive， 1(3): pp.207-19.，1987
Schuler，R. S.“Strategic human resources management: linking the people with the strategic needs of the business，” Organizational Dynamics，pp.18-31，Summer 1992
Schuler，R. S.Managing human resources，4th ed. MN.：West.，1992
Terpstra，D. E.、E. J. Rozell. “The relationship of staffing practices to organizational level measures of performance.” Personnel Psychology，46(1): pp.27-48.，1993
Tubre, T. C. & Collins, J. M. (2000) Jackson and Schuler (1985) revisited: a meta-analysis of the relationships between role ambiguity, role conflict, and job performance. Journal of Management, 26(1):pp. 155-169.
Ulrich，D. “Organizational capability as a competitive advantage: Human resource professionals as strategic partners.” Human Resource Planning，10(4):pp.169-184.，1987
Ulrich，D.，Brockbank，W.，& Yeung，A.，“Beyond belief: A benchmark for human resources，” Human Resource Management，28(3)，pp.311-335.，1989
Vroom V. H., “Ego-involvement 、Job Satisfaction and Job Performance “，Personnel Psychology.，1962
Vroom, V. H., “Work and Motivation,” New York: John Wiley and Sons Inc., 1964. Weiss, H. & J. Sherman.. “Internal-External Control as a Predictor of Task Effect and Satisfaction Subsequent to Failure.” Journal of Applied Psychology, 57, pp. 132-136，1973
WinterGreen Research，2001.

指導教授

林文政(Wen-zheng Lin)

審核日期

2010-6-22

推文