| dc.description.abstract | This study is based on the enterprises, located in Taiwan area with more than one hundred employee, as the research population, randomly selected 134 companies as the sample size, and used questionnaire to survey the current practice regarding to the line managers executive effectiveness in the human resource managing activities, the human resource department support, and the department performance. Totally 402 questionnaire were sent, 242 feedback were collected, with 241 valid replies. The valid receiving rate is 60.0%. The collected data were analyzed using Pearson correlation analysis and Multiple Regression (hierarchical enter) analysis methods.The analyzed results were summarized as the following,
A. The Relationship between the Line Managers Executive Effectiveness in the Human Resource Management and the Department Performance:
1.The line managers in the executive of selecting activity significantly related to the morality, operation capability and knowledge of the department staff.
2.The line managers in the executive of training activity significantly related to the staffmorality, and to the average turnover rate of the department.
3.The line managers in the executive of retaining activity significantly related to theaverage productivity of the department, to the employee’s average rate of attendance,and to the employee’s operation capability and knowledge.
B. The analysis results of the moderate effect due to the human resource department supports：
1.The participation support from human resource department shows moderate effectbetween the executive of selecting activity of the line managers and the average productivity of the department.
2.Either adopting high level or low level participation support by the human resource department, the analysis result shows moderate effect between the line managers in the executive of retaining activity and the average productivity of the department. Adopting the high level participation support shows higher moderate effect when comparing to adopting the low level participation and support.
3.When the human resource department adopting high cooperation support, the analysis result shows moderate effect between the executive of selecting activity of the line managers and department employee’s operation capability and knowledge. If the human
resource department adapts low cooperation support, the result shows insignificant moderate effect.
4.Either adopting high level or low level corporation support by the human resource department, the analysis result shows moderate effect between the line managers in the executive of training activity and the department employee’s operation capability and knowledge. Adopting high level corporation support shows higher moderate effect than adopting the low level corporation support.
5.Either adopting high level or low level mutual trust support, the result shows moderate effect between the line managers in the executive of training activity and the average turnover rate of the department. In additions, adopting high mutual trust support shows better effect comparing to adopting the low mutual trust support.
6.Either adopting high level or low level corporation support by the human resource
department, the analysis result shows moderate effect between the line managers in the
executive of training activity and the average turnover rate of the department.
Adopting the high level corporation support shows better effects comparing to the low level effect. | en_US |