人力資源管理措施、員工知覺、工作動機與組織承諾之關係研究; The Relationship among Human Resource Management Practices, Employee’s Perception of HRM Practices, Work Motivation and Organizational Commitment.

NCUIR > School of Management at National Central University > Graduate Institute of Human Resource Management > Electronic Thesis & Dissertation > Item 987654321/48645

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Title:	人力資源管理措施、員工知覺、工作動機與組織承諾之關係研究;The Relationship among Human Resource Management Practices, Employee’s Perception of HRM Practices, Work Motivation and Organizational Commitment.
Authors:	林亞蒨;Ya-Chien Lin
Contributors:	人力資源管理研究所
Keywords:	組織承諾;工作動機;知覺;人力資源管理措施;Organizational commitment;Work motivation;Perception;Human resource management practices
Date:	2011-07-22
Issue Date:	2012-01-05 15:02:54 (UTC+8)
Abstract:	本研究主要探討人力資源管理措施、員工對人力資源管理措施知覺、工作動機與組織承諾之間的關係。研究對象為2009年天下雜誌公布之千大製造業、五百大服務業、一百大金融業之企業員工，並採用問卷調查法了解各公司目前執行人力資源管理措施情況和員工目前對於工作的想法。最後回收37家公司資料，包含44份由資深人資主管填寫的公司層次問卷，有效回收率46.81%；589份由公司員工填寫個人層次問卷，有效回收率39.85 %。透過階層迴歸分析，研究結果發現，員工對招募甄選措施的正向知覺在組織越注重招募甄選措施與組織承諾之間具有完全中介效果；內在工作動機在員工對訓練發展措施知覺與組織承諾之間具有正向干擾效果，在員工對薪資福利措施知覺與組織承諾之間具有負向干擾效果；外在工作動機在員工對薪資福利措施知覺與組織承諾之間具有正向干擾效果。最後，本研究進一步針對實證結果提出理論、管理意涵，提供學術、企業在人力資源管理領域研究之參考。 The main purpose of this study is to discuss about the relationship among human resource management practices, employee’s perception of HRM practices, work motivation and organizational commitment. We collected data from Top 1000 manufacturing industry, Top 500 service industry and Top 100 financial industry reported by CommonWealth Magazine in 2009. We use questionnaire to inquire how much the company emphasize on HRM practices and what employees think about their job. We finally got 37 company data completed by senior HR managers and 589 valid questionnaires completed by employees, resulting a return rate of 46.81% and 39.85% respectively. Data were analyzed via hierarchical regression and the results are as following: First, we found that employee’s positive perception of staffing practices have mediating effect on the relationship between staffing practices and organizational commitment. Second, we also found that employee’s perception of training practices and organizational commitment were positively moderated by intrinsic work motivation; employee’s perception of compensation practices and organizational commitment were negatively moderated by intrinsic work motivation and positively moderated by extrinsic work motivation. At the end, we discussed theoretical and practical implications of these results for future application.
Appears in Collections:	[Graduate Institute of Human Resource Management ] Electronic Thesis & Dissertation

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