近來企業為提高其競爭力，開始導入許多新興的管理實務。其中，參與管理被認為是相當重要且能有效提升組織績效的重要管理工具之一。然而，參與管理在無形之中也增加了員工在工作上的壓力與負擔，甚至影響其工作與家庭間的平衡。因此，本研究認為同時導入工作與家庭平衡政策能有效降低參與實務的負面影響，並提升整體組織經營績效。 本研究透過調查法，針對台灣1239家上市櫃企業進行問卷調查，探討參與管理、工作與家庭平衡政策、以及兩者之間的交互作用效果。在203份有效問卷中，驗證了部分假設，如參與管理與員工知覺組織績效間存在正向效果，以及工作與家庭政治對於參與管理與勞動生產力之間存在顯著的干擾效果。 Nowadays organizations have introduced a series of innovative human resource management practices to improve their competitiveness. One of the most important practices is participatory management. Although many studies indicate a positive relationship between participatory practices and organizational performance, these practices may also increase time pressure, work demands, and workload on employees. On the other hand, this research considers that the implementation of work-family policies may diminish the side effects of participation and augment organizational performance through the interaction between them. Therefore, this study examined the impact of participatory practices, work-family policies, and synergies between these two practices on organizational performance. Results from a data set of 203 Taiwanese public-traded firms suggest that participatory practices have significantly positive effects on perceived organizational performance. In addition, there are significant interaction effects that participatory practices have stronger positive impacts on labor productivity when firms also adopt extensive work-family policies.
