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高績效人力資源管理實務、網絡關係與組織績效－以廈門台商為例 = IIEx...

國立高雄大學高階經營管理碩士在職專班(EMBA)

高績效人力資源管理實務、網絡關係與組織績效－以廈門台商為例 = IIExploring the Relationships among High Performance HRM Practices, Networks and Firm Performance - The Example of Taiwanese Firms in Xiamen

紀錄類型:	書目-語言資料,印刷品 : 單行本
並列題名:	IIExploring the Relationships among High Performance HRM Practices, Networks and Firm Performance - The Example of Taiwanese Firms in Xiamen
作者:	高銘樹,
其他團體作者:	國立高雄大學
出版地:	[高雄市]
出版者:	撰者;
出版年:	民100
面頁冊數:	76葉圖，表格 : 30公分;
標題:	高績效人力資源管理實務
標題:	high performance HRM practices
電子資源:	http://handle.ncl.edu.tw/11296/ndltd/78480656661807097744
附註:	參考書目：葉61-67
摘要註:	這個研究主要是紮根於廈門地區5家台商，做個案比較分析。有鑒於高績效人力資源管理實務的重要性日增，卻缺乏一套有系統的理論架構，也鮮少有針對高績效人力資源管理實務、網絡關係及組織績效的關係研究，特別是著重台商所面臨的經營營運研究，本研究因而提出系統性觀點來探討高績效人力資源管理實務、網絡關係及組織績效的關係，希望幫助台商建立影響台商企業組織績效的因素，並找出台商高績效人力資源管理實務要素及網絡關係組成，並探討其對台商企業組織績效的影響。研究發現:台商高績效人力資源管理實務主要包含提供員工工作保障、跨部門的教育訓練、績效導向的績效評估、重視員工職涯發展、溝通與團隊合作等6項主要要素所構成。台商網絡關係主要可分成(1)垂直關係與(2)水平關係。垂直關係主要是保持和當地政府機構與稅政機構的外部關係；而水平關係主要又可分成兩類:內部關係與外部關係。內部關係主要是強調員工團隊合作而外部關係主要是和供應商與上、下游廠商維持合作關係。研究結果進一步發現，內部網絡關係對於高績效人力資源管理實務有影響；而外部網絡關係對組織績效互為影響因素，意味外部網絡關係愈緊密時，組織績效愈佳。反過來說，組織績效愈佳意味能提高與增強外部網絡關係。同時內部網絡關係與外部網絡關係皆會強化高績效人力資源管理實務與組織績效之間關係，進而扮演干擾效果。 This research is based on five Taiwanese firms operating in Xiamen to conduct a case study. On account of increased importance of high performance HRM practices, there is a lack of a systematic theoretical framework to depict what should be included in high performance HRM practices. So far, however, there has been little discussion about the relationships among high performance HRM practices, networks and firm performance, especially on the Taiwanese firms operating in Mainland China. This research aims to propose systematic perspectives to examine the relationships among high performance HRM practices, networks, and firm performance; furthermore, to find out the actual factors influencing firm performance, the critical elements in high performance HRM practices, and the helpful components in networks. The findings indicate: (1) high performance HRM practices among Taiwanese firms in Xiamen comprise six factors; namely, job security, cross-departmental education/training, performance oriented evaluation, emphasis on career development, communication, and teamwork; (2) there are two types of networks in Taiwanese firms: horizontal and vertical; vertical networks specifically refer to maintaining external relationships with local governmental organizations and taxation institutions. Nevertheless, there are two categories in horizontal networks: internal and external horizontal networks. Internal horizontal networks stress on teamwork; however, external horizontal networks focus on building relationships with suppliers, upper and lower manufacturers. It further showed that internal networks influenced on high performance HRM practices, and external networks and firm performance had interactive impact on each other. It denoted that the closer the external networks, the better firm performance got. Contrarily, better firm performance would enhance external networks; simultaneously, internal networks and external networks would act as moderating roles which strengthen the relationship between high performance HRM practices and firm performance.

高績效人力資源管理實務、網絡關係與組織績效－以廈門台商為例 = IIExploring the Relationships among High Performance HRM Practices, Networks and Firm Performance - The Example of Taiwanese Firms in Xiamen
高, 銘樹

高績效人力資源管理實務、網絡關係與組織績效－以廈門台商為例 = IIExploring the Relationships among High Performance HRM Practices, Networks and Firm Performance - The Example of Taiwanese Firms in Xiamen / 高銘樹撰 - [高雄市] : 撰者, 民100. - 76葉 ; 圖，表格 ; 30公分.
參考書目：葉61-67.
高績效人力資源管理實務high performance HRM practices

高績效人力資源管理實務、網絡關係與組織績效－以廈門台商為例 = IIExploring the Relationships among High Performance HRM Practices, Networks and Firm Performance - The Example of Taiwanese Firms in Xiamen
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330 $a 這個研究主要是紮根於廈門地區5家台商，做個案比較分析。有鑒於高績效人力資源管理實務的重要性日增，卻缺乏一套有系統的理論架構，也鮮少有針對高績效人力資源管理實務、網絡關係及組織績效的關係研究，特別是著重台商所面臨的經營營運研究，本研究因而提出系統性觀點來探討高績效人力資源管理實務、網絡關係及組織績效的關係，希望幫助台商建立影響台商企業組織績效的因素，並找出台商高績效人力資源管理實務要素及網絡關係組成，並探討其對台商企業組織績效的影響。研究發現:台商高績效人力資源管理實務主要包含提供員工工作保障、跨部門的教育訓練、績效導向的績效評估、重視員工職涯發展、溝通與團隊合作等6項主要要素所構成。台商網絡關係主要可分成(1)垂直關係與(2)水平關係。垂直關係主要是保持和當地政府機構與稅政機構的外部關係；而水平關係主要又可分成兩類:內部關係與外部關係。內部關係主要是強調員工團隊合作而外部關係主要是和供應商與上、下游廠商維持合作關係。研究結果進一步發現，內部網絡關係對於高績效人力資源管理實務有影響；而外部網絡關係對組織績效互為影響因素，意味外部網絡關係愈緊密時，組織績效愈佳。反過來說，組織績效愈佳意味能提高與增強外部網絡關係。同時內部網絡關係與外部網絡關係皆會強化高績效人力資源管理實務與組織績效之間關係，進而扮演干擾效果。 This research is based on five Taiwanese firms operating in Xiamen to conduct a case study. On account of increased importance of high performance HRM practices, there is a lack of a systematic theoretical framework to depict what should be included in high performance HRM practices. So far, however, there has been little discussion about the relationships among high performance HRM practices, networks and firm performance, especially on the Taiwanese firms operating in Mainland China. This research aims to propose systematic perspectives to examine the relationships among high performance HRM practices, networks, and firm performance; furthermore, to find out the actual factors influencing firm performance, the critical elements in high performance HRM practices, and the helpful components in networks. The findings indicate: (1) high performance HRM practices among Taiwanese firms in Xiamen comprise six factors; namely, job security, cross-departmental education/training, performance oriented evaluation, emphasis on career development, communication, and teamwork; (2) there are two types of networks in Taiwanese firms: horizontal and vertical; vertical networks specifically refer to maintaining external relationships with local governmental organizations and taxation institutions. Nevertheless, there are two categories in horizontal networks: internal and external horizontal networks. Internal horizontal networks stress on teamwork; however, external horizontal networks focus on building relationships with suppliers, upper and lower manufacturers. It further showed that internal networks influenced on high performance HRM practices, and external networks and firm performance had interactive impact on each other. It denoted that the closer the external networks, the better firm performance got. Contrarily, better firm performance would enhance external networks; simultaneously, internal networks and external networks would act as moderating roles which strengthen the relationship between high performance HRM practices and firm performance.
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