臺灣博碩士論文加值系統

本研究架構可分兩大部分，第一部分探討「人力資源部門涉入組織策略規劃程度」與「組織策略」對「人力資源策略型態」的影響；第二部分則衡量「人力資源管理措施」與「人力資源策略類型」對組織績效的影響，並以「核心競爭力」與「組織策略」作為權變變數，探討其與「人力資源策略」之配適程度對組織績效的影響以及國家文化變數居中的影響。
研究變數資料的取得均採郵寄問卷方式，以台灣本土大企業與外商在台子公司為研究對象，共寄出800份問卷（台商500家；外商300家），回卷有效樣本數為166份，有效回卷率20.75%。問卷資料經由初步統計分析歸納運算出各變數值，接著，分別運用層級迴歸分析、ANOVA分析以及MANOVA分析探討各變數間的關係。
實證結果顯示：（1）人力資源部門涉入組織策略規劃的程度越高，組織越傾向採用「內部發展型」的人力資源策略；人力資源部門涉入組織策略規劃的程度越低，組織則越傾向採用「市場導向型」的人力資源策略。（2）採「防禦者組織策略」的企業較傾向採用「市場導向型」的人力資源策略；而「前瞻者組織策略」的企業較傾向採用「內部發展型」的人力資源策略。（3）存在「訓練投入」與「員工參與」二項最佳人力資源管理措施。（4）採「內部發展型」人力資源策略的企業有較佳的組織績效。（5）組織策略與人力資源策略之配適關係對組織績效有顯著的影響－當「前瞻者型的組織策略」與「市場導向型的人力資源策略」互相配適；或「防禦者型的組織策略」與「內部發展型的人力資源策略」互相配適時，組織會有較佳的績效表現。（6）核心競爭力與人力資源策略之配適對「人力資源效能」有顯著的正向影響；對「主觀經營績效」影響則不明顯－當「創新型」的核心競爭力與「市場導向型」人力資源策略互相配適；或「效率化作業型」的核心競爭力與「內部發展型」人力資源策略互相配適時，會創造更優異的組織人力資源效能。（7）「國家文化」變數並不影響其所採行之人力資源策略型態，但會影響其「組織績效」表現；此外，各研究變數間的配適關係對組織績效的影響亦隨「國家文化」的不同而有所差異。
本研究主要的貢獻在於－嘗試採用不同學派的觀點來驗證人力資源策略與組織績效間的關係，結果同時驗證了一般觀點（universalistic perspective）與情境觀點（contingency perspective），證實此兩學派的論點並非互相牴觸。此外，研究中也採用了二個人力資源相關研究中較少為人使用的變數－「人力資源部門涉入組織策略規劃程度」變數與「核心競爭力與人力資源策略配適關係」權變變數，探討其對組織績效的影響。

The content of this research can be divided into two parts. In the first part, we investigate the influences of both “the involvement degree of HR department in organizational decision making process” and “organizational strategy” to “HR strategy”. Then, in the second part, we try to examine if the consistency between “HR practices” and “HR strategy” affects “organization performance”. Meanwhile, how the congruence of both “core competency” and “organizational strategy” to “HR strategy types” affects “organization performance” also been discussed.
We got the data by mailing questionnaires, both to Taiwanese companies and the foreign companies in Taiwan. 800 questionnaires had been mailed, and 166 of them were collected. Through hierarchical regression, ANOVA analysis, and MANOVA analysis, the empirical study shows that:（1）The higher the HR department involves in organizational decision making process, the more possibility the company adopts internal system HR strategy, and vice versa.（2）Companies which adopt defender organizational strategy will be more likely to assume market type HR strategy, and vice versa.（3）Both “Training” and “involvement” HR practices are found to be beneficial to the firm’s performance.（4）Companies which adopt “internal system” HR strategy will enjoy better organization performance.（5）The match between “organizational strategy” and “HR strategy” will produce better impact on organization performance.（6）The fitness of “core competency” and “HR strategy” will impact favorably on organization performance.（7）Country culture will directly affect organization performance. It’s influence on HR strategy however is very limited. Furthermore, the effect of the consistency relationships on organization performance will be moderated by the country culture.
The main contribution of this study is that, firstly, we provide evidence, which shows that both “universalistic perspective” and “contingency perspective” are not conflict. On the contrary, they both could co-exist at the same time. Secondly, we proposed two variables, which were seldom used, “the involvement degree of HR department in organizational decision making” and “the fitness of core competency and HR strategy types”.

目 錄

第一章 緒論
第一節 研究背景與動機……………………………………………….... 1
第二節 研究問題與目的……………………………………………….... 4
第三節 研究流程……………………………………………………….... 5
第四節 章節架構……………………………………………………….... 6

第二章 文獻探討

第一節 策略性人力資源管理…………………………………………… 7
一、 策略性人力資源管理的意涵………………………………….... 7
二、 策略性人力資源管理與組織績效之關聯……………………… 8
三、 人力資源策略型態……………………………………………… 12
四、 人力資源部門涉入組織策略規劃程度……………………….... 14

第二節 組織策略………………………………………………………… 16
一、 組織策略類型…………………………………………………… 16
二、 人力資源策略與組織策略之配適……………………………… 18

第三節 核心能力………………………………………………………… 23
一、 核心能力的定義………………………………………………… 23
二、 核心能力的類型………………………………………………… 24
三、 核心能力與人力資源策略之配適…………………………….... 24

第四節 組織績效………………………………………………………… 26
一、 績效的意涵……………………………………………………… 26
二、 績效指標………………………………………………………… 26

第五節 國家文化………………………………………………………… 29

第三章 研究方法
第一節 研究架構………………………………………………………… 30
第二節 變項操作性定義………………………………………………… 31

第三節
研究假設…………………………………………………………
36
第四節 問卷設計………………………………………………………… 40
第五節 抽樣方法………………………………………………………… 45
第六節 問卷信度分析…………………………………………………… 46
第七節 資料分析法……………………………………………………… 52

第四章 實證分析

第一節 各研究變項之集群分析………………………………………… 55
一、 組織策略型態…………………………………………………… 55
二、 涉入程度………………………………………………………… 58
三、 人力資源策略型態……………………………………………… 59

第二節 組織策略、涉入程度、國家文化與人力資源策略……………. 61
一、 組織策略類型與人力資源策略類型…………………………... 61
二、 人力資源部門涉入組織策略規劃程度與人力資源策略類型… 64
三、 組織策略、涉入程度與人力資源策略…………………………. 66
四、 國家文化與人力資源策略…………………………………….... 68

第三節 人力資源管理措施、配適關係與組織績效…………………… 70
一、 主觀經營績效、人力資源效能………………………………… 70
二、 客觀財務績效－ROA、ROE、Tobin’s q………………………… 75

第四節 國家文化與組織績效………………………………………….... 82
一、 單因子變異數分析（One-way ANOVA）……………………… 82
二、 層級迴歸分析（Hierarchical Regression）……………………86

第五章 結論與建議

第一節 研究結論……………………………………………………….... 92
第二節 研究限制與後續研究建議……………………………………… 98
第三節 對業界之建議與研究貢獻……………………………………… 101

參考文獻 …………………………………………………………………… 103
附 錄： 研究問卷

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