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研究生:方惠民
研究生(外文):Hui-Ming Fang
論文名稱:直線主管在人力資源管理的執行效能與部門績效關聯性--以人資部門支持程度為干擾
指導教授:林文政林文政引用關係
學位類別:碩士
校院名稱:國立中央大學
系所名稱:人力資源管理研究所
學門:商業及管理學門
學類:其他商業及管理學類
論文種類:學術論文
論文出版年:2006
畢業學年度:94
語文別:中文
論文頁數:109
中文關鍵詞:人力資源管理直線主管人力資源管理執行效能干擾效果人力資源部門支持程度部門績效
外文關鍵詞:Human resource department supportHuman resource management executive effectivenesModerate EffectDepartment performanceHuman resource managementLine manager
相關次數:
  • 被引用被引用:9
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  • 下載下載:126
  • 收藏至我的研究室書目清單書目收藏:8
本研究以台灣地區員工人數規模超過百人以上企業為母群體,隨意抽取樣本134家,以問卷調查方式,調查該些企業的直線主管在人力資源管理活動的執行效能、人力資源部門的支持程度、部門績效之現況。共計發出402份問卷,回收242份,其中有效問卷241份,有效回收率60%。使用Pearson 相關及階層迴歸分析所蒐集的資料,研究結果顯示:
ㄧ、直線主管在人力資源管理活動的執行效能與部門績效關聯性:
1.直線主管在選才活動的執行與部門員工士氣及工作能力與知識間有顯著相關。
2.直線主管在育才活動的執行與員工士氣及部門平均離職率間有顯著相關。
3.直線主管在留才活動的執行與部門平均生產力、平均出勤率、員工士氣及工作能力與知識間均有顯著相關。

二、在人力資源部門支持的干擾效果分析中:
1.人力資源部門的參與支持,對直線主管在選才活動的執行與部門平均生產力間具有干擾效果。
2.人力資源部門不論採取高或低參與支持,對直線主管在留才活動的執行與部門平均生產力間均具有干擾效果,而且高參與支持效果會較優於低參與支持。
3.人力資源部門採取高合作支持,對直線主管在選才活動的執行與部門員工工作能力與知識間具有干擾效果,低合作支持較顯無著干擾效果。
4.人力資源部門不論採取高或低的合作支持,對直線主管在育才活動的執行與部門員工工作能力與知識間均具有干擾效果,而且高合作支持效果更甚於低合作支持。
5.人力資源部門不論採取高或低的互信支持,對直線主管在育才活動的執行與部門員工離職率間均具有干擾效果,而且高互信支持效果更甚於低互信支持。
6.人力資源部門不論採取高或低的合作支持,對直線主管在育才活動的執行與部門員工離職率間均具有干擾效果,而且高合作支持效果更甚於低合作支持。
This study is based on the enterprises, located in Taiwan area with more than one hundred employee, as the research population, randomly selected 134 companies as the sample size, and used questionnaire to survey the current practice regarding to the line managers executive effectiveness in the human resource managing activities, the human resource department support, and the department performance. Totally 402 questionnaire were sent, 242 feedback were collected, with 241 valid replies. The valid receiving rate is 60.0%. The collected data were analyzed using Pearson correlation analysis and Multiple Regression (hierarchical enter) analysis methods.The analyzed results were summarized as the following,

A. The Relationship between the Line Managers Executive Effectiveness in the Human Resource Management and the Department Performance:
1.The line managers in the executive of selecting activity significantly related to the morality, operation capability and knowledge of the department staff.
2.The line managers in the executive of training activity significantly related to the staffmorality, and to the average turnover rate of the department.
3.The line managers in the executive of retaining activity significantly related to theaverage productivity of the department, to the employee’s average rate of attendance,and to the employee’s operation capability and knowledge.

B. The analysis results of the moderate effect due to the human resource department supports:
1.The participation support from human resource department shows moderate effectbetween the executive of selecting activity of the line managers and the average productivity of the department.
2.Either adopting high level or low level participation support by the human resource department, the analysis result shows moderate effect between the line managers in the executive of retaining activity and the average productivity of the department. Adopting the high level participation support shows higher moderate effect when comparing to adopting the low level participation and support.
3.When the human resource department adopting high cooperation support, the analysis result shows moderate effect between the executive of selecting activity of the line managers and department employee’s operation capability and knowledge. If the human
resource department adapts low cooperation support, the result shows insignificant moderate effect.
4.Either adopting high level or low level corporation support by the human resource department, the analysis result shows moderate effect between the line managers in the executive of training activity and the department employee’s operation capability and knowledge. Adopting high level corporation support shows higher moderate effect than adopting the low level corporation support.
5.Either adopting high level or low level mutual trust support, the result shows moderate effect between the line managers in the executive of training activity and the average turnover rate of the department. In additions, adopting high mutual trust support shows better effect comparing to adopting the low mutual trust support.
6.Either adopting high level or low level corporation support by the human resource
department, the analysis result shows moderate effect between the line managers in the
executive of training activity and the average turnover rate of the department.
Adopting the high level corporation support shows better effects comparing to the low level effect.
第一章 緒論 1
第一節 研究背景與動機 1
第二節 研究目的 2
第二章 文獻探討 3
第一節 直線主管的定義 3
第二節 直線主管在人力資源管理上的功能 5
第三節 直線主管在人力資源管理的執行效能與部門績效的關聯 15
第四節 人力資源部門支持在直線主管人力資源管理的執行效能與部門績效間
的干擾效果 28
第三章 研究方法 34
第一節 研究流程 34
第二節 研究架構 35
第三節 研究變項定義 36
第四節 研究假設 37
第五節 抽樣設計 38
第六節 研究工具 40
第七節 共同方法變異問題之處理 43
第八節 資料分析方法 44
第四章 研究結果與分析 45
第一節 敘述性統計 45
第二節 量表構面建立與信度分析 58
第三節 相關分析 63
第四節 迴歸分析 65
第五章 討論與建議 83
第一節 研究結果之探討 83
第二節 實務管理意涵 89
第三節 研究貢獻 92
第四節 研究限制及建議 93
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