| dc.description.abstract | The main purpose of HRM practices is to coordinate with corporate competitive strategies to promote the total performance. According to some documents, an internally complimentary effect generated from HRM practices will help increase the organization performance. Moreover, to show the relationship with growth of organization performance, some activities in HRM need to take actions under long-term investment and observation. This study mainly focus on probing the relation between the best and high-performance HRM practices and organization performance.
Around 700 copies of questionnaire has been sent out to 12 industries catalogued by Taiwan Stock Exchange _, for example; Semiconductor, I.T, Chemical , Mechanical Manufacturer, the return of 86 with 78 effective copies of 11.1% effective return rate. Set with 14 HRM practices to probe how the HRM practices contribute to organization, this study has been catalogued to 4 factors under analysis; names given respectively as Factor 1. Employee Relation, Factor 2. Internal Fairness, Factor 3. External Competition, Factor 4. Job Design.
The result comes up after study as different HRM practices contribute to different organization performance. Although single HRM practice shows significant influence, there is no indication for each practice to come out effect. To the point of complimentary effect among each category, the significant presence comes out when each category works interaction and complementary effect to one another. This really represents that interaction and complimentary effect exists in HRM practice. HRM practices is a series of operation procedure, it will be difficult to evaluate total performance when operate single practice only. One observation also shows HRM practices have lag effect to ROE, that is, the effect appears in the second year, which also presents non-linear relation; that is, more investment in HR makes lower ROE. From the viewpoint of management team, the main reason is the distribution of restrained resources, the corporate reserves abundant budget for HRM practices in the first year, and may reduce or cease the budget for this function because of other business strategies in the second year. The reduce of resources given to HRM may also cut down employees’ contribution to adjust their effort. In this way, one will find out the lag marginal effect turns out to be negative relation. | en_US |