| dc.description.abstract | In the age of knowledge economy, human resource has become one of the main competitive advantages. Human resource management (HRM) can achieve organizational goals by influencing employees’ skill, behavior and motivation level. Therefore, understanding how HRM affects firm performance has become an important issue.
The main purpose of this study is to examine the implementation results of HRM of Taiwan companies and the influence effect of HRM practices on firm performance. The population of sampling is the Taiwan companies listed in the 2004 Survey of Top 1000 Companies in the Manufacturing Industry and Top 500 Companies in the Service and Financial Industries by the Common Wealth Magazine. With a 25% response rate, 128 valid feedbacks were received.
According to literature review, this research adopted HRM practices as independent variables, human resource effectiveness as mediating variables and firm performance as dependant variables. HRM practices include recruiting & staffing, training & development, performance management, compensation & benefits, employee relationship and team participation. Human resource effectiveness includes employee skill, employee behavior and motivation level. Firm performance includes subjective firm performance and sales growth rate.
This study utilized reliability analysis, descriptive statistics analysis, correlation, and analysis regression to figure out the implementation results of HRM and the influence effect of HRM practices on firm performance. Research results are listed below.
1. The ranks of implementation results of HRM practices are recruiting, compensation & benefits, employee relationship, training & development, performance management and team participation.
2. All HRM practices and human resource effectiveness have significant positive correlation with subjective firm performance, but do not have significant correlation with the growth rate of sales.
3. Employee relationship of HRM practices has a significant impact on employee skill and motivation level of human resource effectiveness. Team participation has a significant impact on employee skill, behavior and motivation level. The rest variables have no significant impact effect.
4. Team participation of HRM practice has a significant positive impact on the subjective firm performance and a negative impact on the growth rate of sales.
5. Team participation of HRM practice contributes to firm performance through the mediating effects of employee motivation level of human resource effectiveness, but no direct or mediating effect on the growth rate of sales. | en_US |