臺灣博碩士論文加值系統

The study to find out the effects of HRM practices on business performances (opera-tional performance and overall firm performance) is conducted in this research. Total sample sizes of 160 respondents were collected from supervisors and managers in manu-facturing firms in two countries, Cambodia (80 data) and Taiwan (80 data). The ques-tionnaire includes nine HRM practice factors, HR planning, staffing, incentives, appraisal, training, team work, employee participation, status differences, and employment security, to explore the relationships with the perception of firm performance (non-financial and financial performances). At the same time, the HRM practices are tested to observe im-pacts on four operational performance contents such as product quality, product cost, product delivery, and production flexibility, as well.
There are three main objectives in this research. Firstly, this study is to confirm the HMR practices-organizational performance relationship, which has been popularly amassed by many authors of the field. The results of this study showed that HR planning, staffing, incentives, appraisal, training, team work, and employee participation positively influence employee productivity; Moreover, the similar HRM practice criteria: HR plan-ning, staffing, incentives, appraisal, training, team work, employee participation, and em-ployment security were found to have positive relationships with perceived financial per-formance (market share and sale growth) of manufacturing firms. In addition, HRM prac-tices-operational performance positive relationship was also confirmed in this study.
Secondly, the study includes the observations of moderating roles of management style (decentralization), social capital (trust), and corporate culture (proactive culture) aligning with HRM practices to see the effects on organizational performances. The re-sults show that decentralization moderates HRM practices-employee productivity rela-tionship; trust moderates HRM practices-operational performance relationship and HRM practices-financial performance relationship; proactive culture moderates the relationship between HRM practices and financial performance.
The last objective of this research is to explore the differences and similarities be-tween HRM practices of manufacturing firms in Cambodia and Taiwan. The t-test results present that status difference and employment security practices are different from the two countries. The perception of status differences in Cambodia’s manufacturing firms is lower than the perception of those in Taiwan. On the other hand, employees in Taiwan’s manufacturing firms perceive that they are provided more employment security than em-ployees in Cambodia’s firms. Moreover, the results of regressions analyses illustrate that employee participation is the common adoption found in the two countries’ current HRM practices, and employee participation itself is the most effective HRM factor that can be used to improve operational performance and overall firm performance.

TABLE OF CONTENTS

ACKNOLEDGEMENTS...............................................................I
ABSTRACT......................................................................II
TABLE OF CONTENTS......................................................................IV
LIST OF TABLES........................................................................VIII
LIST OF FIGURES.......................................................................XII
CHAPTER ONE INTRODUCTIION.................................................................1
1.1 Research Background....................................................................1
1.2 Research Motivations...................................................................4
1.3 Research Objectives....................................................................8
1.4 Research Procedure.....................................................................10
1.5 Research Structures...........................................................11
CHAPTER TWO LITERATURE REVIEW.................................................13
2.1 Defining Constructs.......................................................13
2.1.1 Human Resource Management Practices (HRM Practices)..............13
2.1.2 Operational Performance.................................................20
2.1.3 Organizational Performance..............................................23
2.1.4 Management Style, Social Capital, and Corporate Culture.................24
2.1.4.1 Management Style......................................................24
2.1.4.2 Social Capital........................................................25
2.1.4.3 Corporate Culture.....................................................28
2.2 Defining Relationships between Constructs and Hypothesis Developments.....30
2.2.1 Relationship between HRM Practices and Firm Performance.................30
2.2.2 Relationship between HRM Practices and Operational Performance..........35
2.2.3 Relationship between Operational Performance and Firm Performance.......40
2.3 Consequences of HRM Practices.............................................41
2.4 Moderating Effects of Management Style, Social Capital, and Corporate Culture.......................................................................43
2.4.1 Management Style (Decentralization VS Centralization)...................43
2.4.2 Social Capital (Trust VS Distrust)......................................44
2.4.3 Corporate Culture (Proactive Culture VS Reactive Culture)...............46
CHAPTER THREE RESEARCH DESIGN AND METHODOLOGY.................................49
3.1 Conceptual Framework......................................................49
3.2 Summary of Research Hypothesis............................................50
3.3 Construct Measurement.....................................................51
3.3.1 Independent Variables...................................................51
3.3.2 Dependent Variable......................................................54
3.3.3 Moderating Effects......................................................55
3.3.4 Control Variables.......................................................56
3.4 Questionnaire Design and Sample...........................................56
3.5 Data Analysis Procedure...................................................58
3.5.1 Descriptive Statistic Analysis..........................................58
3.5.2 Purification and Reliability of the Measurement Variables...............58
3.5.3 Differences of Research Variables among Groups..........................59
CHAPTER FOUR DESCRIPTIVE ANALYSIS AND RELIABILITY TESTS....................62
4.1 Pre-test Result...........................................................62
4.1.1 HRM Practices...........................................................62
4.1.2 Operational Performance.................................................65
4.1.3 Decentralization, Trust, and Proactive Culture..........................67
4.1.4 Firm Performance........................................................68
4.2 Descriptive Analysis and Reliability Tests (Real Results).................69
4.2.1 Results of Taiwan Manufacturing Firms...................................69
4.2.1.1 Response Rates........................................................69
4.2.1.2 Respondent Characteristics............................................70
4.2.1.3 Company Information and Type..........................................71
4.2.1.4 Means and Standard Deviations of variables............................72
4.2.1.5 Reliability Test......................................................76
4.2.2 Results of Cambodia Manufacturing Firms.................................81
4.2.2.1 Response Rates........................................................81
4.2.2.2 Respondent Characteristics............................................81
4.2.2.3 Company Information and Type..........................................82
4.2.2.4 Means and Standard Deviations of variables............................84
4.2.2.5 Reliability Test......................................................87
CHAPTER FIVE RESEARCH ANALYSES AND RESULTS....................................98
5.1 Canonical Correlation between HRM Practices and Operational Performance...99
5.2 Regression Analyses between Research Constructs..........................101
5.2.1 Results of Manufacturing Firms in Cambodia.............................102
5.2.2 Results of Manufacturing Firms in Taiwan...............................106
5.2.3 Results of Manufacturing Firms in Cambodia and Taiwan..................109
5.3 Moderate Roles of Management Style, Social Capital, and Corporate Culture120
5.3.1 Decentralization Roles on HRM Practices and Business Performances......121
5.3.2 Trust Roles on HRM Practices and Business Performances.................125
5.3.3 Proactive Culture Roles on HRM Practices and Business Performances.....129
5.4 Comparisons of between Manufacturing Firms in Cambodia and Taiwan........134
5.4.1 Comparison of HRM Practices between Firms Cambodia and Taiwan..........134
5.4.2 Comparison of Operational performance in the two Countries.............136
5.4.3 Comparison of Moderating Effects, Decentralization, trust, and Culture.138
5.4.4 Comparison of Perceived Organizational Performance.....................140
CHAPTER SIX CONCLUSIONS AND SUGGESTIONS......................................141
6.1 Summary of the Research Findings.........................................141
6.2 Limitations and Future Research Directions...............................147
6.3 Contribution of the study................................................149
REFERENCES...................................................................151
APPENDEDIX: QUESTIONNAIRE....................................................160


LIST OF TABLES

Table 2-1 Dimensions of HRM Practices.........................................19
Table 2-2 Dimensions of Operational Performance...............................21
Table 3-1 Summary of Hypotheses...............................................50
Table 3-2 Measurement of HRM Practices by different authors...................52
Table 4-1 Factor Analysis of Human Resource Management Practices..............63
Table 4-2 Factor Analysis of Operational Performance..........................66
Table 4-3 Factor Analysis of Moderating Effects...............................67
Table 4-4 Factor Analysis of Firm Performance.................................68
Table 4-5 Respondent Characteristics..........................................70
Table 4-6 Company Information & Type..........................................71
Table 4-6 Company Information & Type (Continued)..............................72
Table 4-7 Mean and Standard Deviation of Variables............................74
Table 4-7 Mean and Standard Deviation of Variables (Continued)................75
Table 4-7 Mean and Standard Deviation of Variables (Continued)................76
Table 4-8 Reliability Tests of HRM Practices..................................77
Table 4-9 Reliability Test of Operational Performance.........................78
Table 4-10 Reliability Tests of Decentralization, Trust, and Proactive Culture79
Table 4-11 Reliability Test of Firm Performance...............................80
Table 4-12 Respondent Characteristics.........................................82
Table 4-13 Company Information & Type.........................................83
Table 4-13 Company Information & Type (Continued).............................83
Table 4-14 Mean and Standard Deviation of Variables...........................85
Table 4-14 Mean and Standard Deviation of Variables (Continued)...............86
Table 4-14 Mean and Standard Deviation of Variables (Continued)...............87
Table 4-15 Reliability Tests of HRM Practices.................................88
Table 4-16 Reliability Tests of Operational Performance.......................90
Table 4-17 Reliability Tests of Decentralization, Trust, and Proactive Culture91
Table 4-18 Reliability Tests of Firm Performance..............................92
Table 4-19 Common HRM Practice and Operational items..........................93
Table 4-19 Common Moderating Factors and Firm Performance (Continued).........94
Table 4-20 Correlation Matrix among Variable of HRM Practices.................95
Table 4-21 Correlation Matrix among Variable of Operational Performance.......96
Table 4-22 Correlation Matrix of Decentralization.............................96
Table 4-23 Correlation Matrix of Trust........................................96
Table 4-24 Correlation Matrix of Proactive Culture............................97
Table 4-25 Correlation Matrix of Firm Performance.............................97
Table 5-1 Canonical Loadings of HRM Practices and Operational Performance....100
Table 5-2 Regression of HRM Practices and Employee Productivity (Cambodia)...103
Table 5-3 Regression of HRM Practices and Financial Performance (Cambodia)...105
Table 5-4 Regression of HRM Practices and Employee Productivity (Taiwan).....107
Table 5-5 Regression of HRM Practices and Financial Performance (Taiwan).....108
Table 5-6 Regression of HRM Practices and Employee Productivity (Combined Data)........................................................................111
Table 5-7 Regression of HRM Practices and Financial Performance (Combined Data)........................................................................114
Table 5-8 Regression of Operational performance and Employee productivity....117
Table 5-9 Regression of Operational performance and Financial Performance....120
Table 5-10 ANOVA: Decentralization on HRM-Operational Performance Linkage....121
Table 5-11 ANOVA: Decentralization on HRM-Employee Productivity Linkage......122
Table 5-12 ANOVA: Decentralization on HRM-Financial Performance Linkage......124
Table 5-13 ANOVA: Trust on HRM-Operational Performance Linkage...............126
Table 5-14 ANOVA: Trust on HRM-Employee Productivity Linkage.................127
Table 5-15 ANOVA: Trust on HRM-Financial Performance Linkage.................128
Table 5-16 ANOVA: Culture on HRM-Operational Performance Linkage.............130
Table 5-17 ANOVA: Culture on HRM-Employee Productivity Linkage...............131
Table 5-18 ANOVA: Culture on HRM-Financial Performance Linkage...............133
Table 5-19 Comparisons of HRM practices between Cambodia and Taiwan..........135
Table 5-20 Comparison of Operational Performance.............................138
Table 5-21 Comparison of Moderating Effects..................................139
Table 5-22 Comparison of Perceived Performance...............................140


LIST OF FIGURES

Figure 1-1. Research Procedure................................................11
Figure 3-1. Conceptual Framework..............................................49
Figure 5-1. Canonical Correlations between HRM and Operational Performance....99
Figure 5-2. Moderating Effects of Decentralization on the Threee Relationships................................................................124
Figure 5-3. Moderating Effect of Trust on the Three Relationships............129
Figure 5-4. Moderating Effects of Culture on the Three Relationships.........133

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