臺灣博碩士論文加值系統

This study examined how high performance work system will have an impact on employee psychological capital and give direct/indirect positive influences to employee performance; the study was conducted on Vietcombank, Vietnam.
Questionnaires were given personally to 450 from several bank branches and subsidiaries of Vietcombank, in Hanoi, Vietnam; there were 350 questionnaires returned, in which 308 completely responses were used for the statistical analysis. The items in the questionnaires including high performance work system, psychological capital (hope, self-efficiency) and performance. The collected data were computed and analyzed through factor analysis, Cronbach’s alpha, descriptive statistics, correlation, and multiple regression analysis.
The findings of the study have shown that HPWS is strongly predictors of employees’ psychological capital, and employees’ psychological capital, in turn, influences employees’ performance. And HPWS is also a strongly predictor to employees performance, in a direct way. Moreover, employees’ psychological capital positively mediates the causal relationship between HPWS and employees’ performance.

This study examined how high performance work system will have an impact on employee psychological capital and give direct/indirect positive influences to employee performance; the study was conducted on Vietcombank, Vietnam.
Questionnaires were given personally to 450 from several bank branches and subsidiaries of Vietcombank, in Hanoi, Vietnam; there were 350 questionnaires returned, in which 308 completely responses were used for the statistical analysis. The items in the questionnaires including high performance work system, psychological capital (hope, self-efficiency) and performance. The collected data were computed and analyzed through factor analysis, Cronbach’s alpha, descriptive statistics, correlation, and multiple regression analysis.
The findings of the study have shown that HPWS is strongly predictors of employees’ psychological capital, and employees’ psychological capital, in turn, influences employees’ performance. And HPWS is also a strongly predictor to employees performance, in a direct way. Moreover, employees’ psychological capital positively mediates the causal relationship between HPWS and employees’ performance.

TABLE OF CONTENTS
Acknowledgement I
List of Figures VI
List of Tables VII
Abstract XI
Chapter one Introduction 1
1.1 Motivation of the Study 1
1.2 Signification of the Study 2
1.3 Purpose of the Study 3
1.4 Questions of Study 4
1.5 The Background of Vietcombank 4
1.6 Key Words 6
Chapter two Literature Review 8
2.1 High Performance Work Systems 8
2.1.1 Definition of HPWS 8
2.1.2 HPWS and HRM 10
2.1.3 HPWS and Organizational Competitive Advantage 11
2.1.4 HPWS and Human Resource Advantage 12
2.1.5 HPWS, Employee Behavior and Company Outcomes 13
2.2 Psychological Capital 15
2.2.1 The History and Definition of Psychological Capital 15
2.2.2 Psychological Capital Bias in Organizational Behavior 18
2.2.3 The Value of the Psychology in Organizations 19
2.2.4 The Psychological Capital Construct 20
2.3 Performance 23
2.3.1 Definition of performance 23
2.3.2 Compensation directly affects to employees’ performance 23
2.3.3 Employee Performance Responses to Different Employer 26
2.3.2 The task and contextual performance 27
2.4 The Relationship between HPWS and Psychological Capital 28
2.5 The Relationship between HPWS and Performance 31
2.6 The Relationship between Psychological Capital and Performance 32
2.7 The Potential Mediating Role of Psychological Capital 33
Chapter three Research Method 36
3.1 Research Model 36
3.1.1 Independent Variables 37
3.1.2 Dependent Variables 38
3.2 Research Hypothesis 42
3.3 Instrument 52
3.4 Research Participants 54
3.5 Data Collection Process 54
3.6 Data Analysis 54
Chapter four Results and Findings 56
4.1 Description of the survey part 56
4.1.1 Factor Analysis 60
4.1.2 Reliability 64
4.1.3 Mean and Standard Deviation 65
4.1.4 Correlations for all Variables 70
4.2 Hypotheses Testing 71
Chapter five Conclusions and Recommendations 98
5.1 Research Conclusion 98
5.2 Research Recommendation 102
5.2.1 Recommendation for practice 102
5.2.2 Recommendation for Theory 104
5.2.3 Recommendation for Future Research 105
5.3 Research Limitation 106
References……………………………………………………………………………………………………107
Appendix A 116
Appendix B 121










LIST OF FIGURES
Figure 2.1 Components of HPWS and Plant Performance 14
Figure 3.1 Research Model 36
Figure 4.1 Illustration of the Mediation Research 81
Figure 4.2 Illustration of Mediation………………………………………………………………. 82












LIST OF TABLES

Table 4.1 Survey Response and Rates 56
Table 4.2 Demographic Characteristics of the Overall Respondent 58
Table 4.3 Factor analysis for Human Resources Management System 61
Table 4.4 Factor analysis for Psychological capital 62
Table 4.5 Factor analysis for Performance 63
Table 4.6 Reliability Test for all respective variables 64
Table 4.7 Mean and Standard Deviation of all items 65
Table 4.8 The Pearson’s correlation coefficient r of all independent and
independent variables 71
Table 4.9 Multiple Regression Model One 73
Table 4.10 Multiple Regression Model Two 74
Table 4.11 Multiple Regression Model Three 75
Table 4.12 Multiple Regression Model Four 76
Table 4.13 Multiple Regression Model Five 77
Table 4.14 Multiple Regression Model Six 78
Table 4.15 Multiple Regression Model Seven 79
Table 4.16 Multiple Regression Model Eight 80
Table 4.17 Multiple Regression Model Nine 81
Table 4.18 First Linear Regression Test of Mediating-Hope Effect on HPWS 85
Table 4.19 Second Linear Regression Test of Mediating-Hope Effect on HPWS 85
Table 4.20 Sobel - First Linear Regression Test of Mediating Effect
on performance 86
Table 4.21 Sobel - Second Linear Regression Test of Mediating Effect on
performance 87
Table 4.22 Sobel Test for Mediating-Hope Effect on performance 87
Table 4.23 First Linear Regression Test of Mediating-Optimism Effect on
HPWS 88
Table 4.24 Second Linear Regression Test of Mediating-Optimism Effect on
HPWS 88
Table 4.25 Sobel First Linear Regression Test of Mediating-Optimism Effect
on HPWS 89
Table 4.26 Sobel - Second Linear Regression Test of Mediating Effect
on performance 90
Table 4.27 Sobel Test for Mediating-Optimism Effect on performance 90
Table 4.28 First Linear Regression Test of Mediating-self-efficiency Effect
on HPWS 91
Table 4.29 Second Linear Regression Test of Mediating-Self-efficiency Effect
on HPWS 91
Table 4.30 Sobel First Linear Regression Test of Mediating-self-efficiency Effect
on HPWS 92
Table 4.31 Sobel - Second Linear Regression Test of Mediating Effect
on performance 93
Table 4.32 Sobel Test for Mediating-Self-efficiency Effect on performance 93
Table 4.33 First Linear Regression Test of Mediating-resilience Effect on
HPWS 94
Table 4.34 Second Linear Regression Test of Mediating-resilience Effect on
HPWS 94
Table 4.35 Sobel First Linear Regression Test of Mediating-resilience Effect
on HPWS 95
Table 4.36 Sobel - Second Linear Regression Test of Mediating Effect
on performance 96

Table 4.37 Sobel Test for Mediating-Resilience Effect on performance 96
Table 4.38 Hypotheses Results 97

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