人力資源活動對人力資源效能及組織效能之影響─以台灣千大企業為例

NCUIR > School of Management at National Central University > Graduate Institute of Human Resource Management > Electronic Thesis & Dissertation > Item 987654321/10955

Please use this identifier to cite or link to this item: http://ir.lib.ncu.edu.tw/handle/987654321/10955

Title:	人力資源活動對人力資源效能及組織效能之影響─以台灣千大企業為例
Authors:	蘇品潔;Pin-chieh Su
Contributors:	人力資源管理研究所
Keywords:	人力資源效能;前瞻性人力資源;策略性人力資源;組織效能
Date:	2009-07-06
Issue Date:	2009-09-22 14:10:41 (UTC+8)
Publisher:	國立中央大學圖書館
Abstract:	本研究在探討營運性及反應式、策略性、前瞻性人力資源活動在台灣運作的情況，及三者分別對人力資源效能和組織效能的影響。由於人力資源活動事務繁雜，從行政人事到策略性人力資源區分為很多層級，學者Brockbank (1999)認為唯有策略性和前瞻性人力資源最能夠對組織產生貢獻和競爭優勢，此外，台灣正面臨世界經濟不景氣的影響，人力資源更應該專注在有助於組織的策略擬定及替代方案上，提升本身的人力資源效能和組織效能，亦幫助組織渡過經濟危機。研究對象為天下雜誌調查的千大企業，回收自製造業、服務業和金融業共70份問卷，進行迴歸分析的結果發現，前瞻性和策略性人力資源管理確實對人力資源效能有正向影響，其中僅有策略性人力資源對組織效能有顯著的影響。另外，本文所發放的問卷於2006年也曾用於調查千大企業，因此研究中進一步將2006年和2009年結果相較，發現人力資源活動經過三年的時間後在行政營運事務比例下降，前瞻性及策略性人力資源、人力資源效能與組織效能皆有所提升。由於前瞻性與策略性人力資源的定義容易混淆，前瞻性未如策略性人力資源受到業界的重視，但從本研究可以瞭解，兩者能夠對於人力資源效能有所提升，僅有策略性對組織效能有影響，未來若加強前瞻性人力資源，進而將前瞻性與策略性互相結合，能夠產生最大的競爭優勢。因此現階段應致力於前瞻性和策略性人力資源的發展，且降低行政事務，將寶貴的時間運用在前瞻性和策略性事務，將前瞻性和策略性人力資源作結合，進一步影響組織績效並產生競爭優勢。 This research focused on different human resource activities and skills, and the effects from each of them to the human resource effectiveness and the organizational effectiveness. According to the competitive advantage model (Brockbank, 1999), we separate the activities and skills into three categories: operationally reactive, proactive and strategic. Among the combination of operational, reactive, strategic and proactive, Brockbank suggested that if human resource linked strategic and proactive, the strategically proactive activities and skills could create the most competitive advantage and contribution to the organizations. Therefore, we use this concept to review the execution of strategically proactive human resource in Taiwan’s organizations. We collected 70 samples which are the Top 1000 companies surveyed by CommonWealth magazine, including 1000 manufacturing, 500 service and 100 banking industry. Instead of understanding the human resource in Taiwan and the influence on effectiveness, we also compare the human resource and effectiveness of 2006 and 2009. Because of the economic downturn, 2009 might be a turning point to change the percentage of human resource daily work. In this research, we found human resource put more time and efforts in operationally reactive human resource than proactive or strategic human resource. The regression analysis showed that human resource effectiveness are significantly positively affected by proactive and strategic human resource, and organizational effectiveness are significantly positively affected by strategic human resource. When comparing 2006 and 2009, we found both proactive and strategic human resource are improved. On the other hand, the operationally reactive human resource decreased than before. The result of the situation is that human resource and organizational effectiveness all increased. In the future, human resource should keep raising strategically proactive human resource and reducing operationally routine job.
Appears in Collections:	[Graduate Institute of Human Resource Management ] Electronic Thesis & Dissertation

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