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E88044
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企業最高主管領導型式、人力資源策略、人力資源管理效能及企業競爭力關係模式之研究:以台灣高科技產業為例
A Research on the Relationship Model among Leadership Styles of Top Manager, Human Resource Strategy, Human Resource Management Effectiveness and Corporate Competitiveness: Field Study of High-tech Industry in Taiwan
1.李元墩
1.Yuan-duen Lee
1.長榮管理學院國際企業系
1.Department of Business Administration, Chang Jung Christian University
001,002,003,004
1.長榮管理學院國際企業系
1.Department of Business Administration, Chang Jung Christian University
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1.行政院國家科學委員會
1.National Science Council
A.14 計畫執行期間(起):1998-08-01
A.14 計畫執行期間(訖):1999-07-31
1999-02-011999-04-30
A.16 收到日期:2000-05-10
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台灣地區高科技產業中之半導體、光電、通訊、電腦及周邊與精密機械為之上市上櫃之電子業為對象

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C.2 聯絡日期:2000-05-11
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1.長榮管理學院國際企業系
1.Department of Business Administration, Chang Jung Christian University
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C.7 資料公開日期:2000-08-01
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1.人力資源策略
2.人力資源管理效能
3.企業競爭力
4.高科技產業
5.領導型式
1.Corporate Competitiveness
2.High-tech Industry
3.Human Resource Management Effectiveness
4.Human Resource Strategy
5.Leadership Style
隨 著國內高科技產業生態的逐漸形成,人力資源在企業競爭力的獲取扮演了愈來愈重要的角色,過去人事管理的本質,也因為企業經營環境的變化,逐漸轉向策略性人 力資源管理模式。相對過去傳統產業而言,高科技產業的動態與複雜性都高出許多,不僅技術的創新一日千里且競爭愈趨激烈,由此,許多學者主張人力資源管理是 有效提升組織內部管理能力,創造企業競爭力的重要功能之一[7][9][14][18][23][24]。然而,過去有關策略性人力資源管理的研究,不是 偏向個別功能的研究,便是缺乏與企業競爭力的相關性研究。本研究試圖探索人力資源管理與企業競爭力之間的關係模式,以作為學術與實務界的參酌。 本研究主要的目的在探討人力資源管理效能與企業競爭力的關係模式,以國內高科技產業為對象,經由對於公司人力資源與行政主管之實地調查與深度訪談,期能深 入暸解高科技產業中,企業最高主管的領導型式及人力資源策略類型各有何差異。並探討領導型式、人力資源策略、人力資源管理效能與企業競爭力等四個組織變數 間之相關性,與中介變數(人力資源管理效能)之作用情形。再分析不同的主管領導型式與人力資源策略類型對企業競爭力的預測力。本研究透過問卷調查所蒐集的 資料,以集群分析、積差相關分析、典型相關分析、變異數分析、迴歸分析、路徑分析、多變量分析及多重比較之薛費法等方法。研究結果發現: (一)PM型之領導型式之主管其企業競爭力較高。 (二)台灣高科技企業之人力資源策略型態,以重視長期人力資源規劃、與員工建立長期承諾的「培育型」有較高的人力資源管理效能與較佳的企業競爭力。 (三)台灣高科技企業之人力資源層級隨著「作業層級」、「管理層級」而「策略層級」的提昇,人力資源管理效能與組織績效亦隨之提昇。 (四)「培育型-策略層級」、「效用型-管理層級」之人力資源策略有較佳的人力資源管理效能。 (五)「創新型-培育型」、「專注型-效用型」之企業策略型態與人力資源策略型態之配適有較佳的組織績效。 (六)人力資源管理效能在人力資源策略影響組織績效之間的中介效果非常顯著。

As the high-tech industry is taking shape in Taiwan, human resources play an increasingly important role in the pursuit of corporate competitiveness. The nature of human management in the past has gradually transformed into a strategic model of human resource management in compliance with the changed business climate. In contrast to the past traditional industries, the high-tech industry is more dynamic and complex with speedy and highly competitive innovations in technology. Thus, a number of scholars propose the idea that human resource management exists as one of the key functions to effectively raise management capability in the organization so as to create corporate competitiveness (Ulrich & Lake, 1990; Cappelli & Singh, 1992; Wright & McMahan, 1992; Morton, 1991: Liu Jen-chieh, 1997). Nevertheless, past researches concerning strategic human resource management were conducted either with a tendency towards the discussion of individual function or with little relevance to business competitiveness. It is hoped that the relationship model between human resource management and business competitiveness can be established as a reference for the academic and enterprises. The primary purpose of this study is to explore the relationship model between human resource management and corporate competitiveness. With the high-tech industry in Taiwan as the subject, the researchers intend to understand the differences between leadership styles of top manager and human resource strategies in the high-tech industry through field study and in-depth interviews. Also, this research will deal with the relationship among the four variables of leadership style, human resource strategy, human resource management effectiveness, and corporate competitiveness. In addition, the function of the intervening variable of human resource management effectiveness will be discussed. Furthermore, the predictability of leadership style to human resource strategy will be analyzed. The data collected from the survey will be statistically analyzed via SPSS or SAS software. Statistical methods include: Cluster analysis ,Pearson product-moment and Canonical correlation analysis, multi-variate analysis, regression analysis, Scheffe method for multiple comparisons. The main conclusions are as follows: 1.\"PM\" type has superior business competitiveness than other types of leadership style. 2.\"Cultivator\" HR strategy type, which put much emphasis on long-term HR planning, build up long-term commitments with employees, has better HRM effectiveness and business competitiveness. 3.Companies that belong to HR strategic level outperform those that locate their HR at managerial level and operational level in terms of HRM effectiveness and business competitiveness. 4.The fits of \"Cultivator-strategic level\" and \"Utilizer-managerial level\" outperform other fits in terms of HRM effectiveness. 5.The fits of \"Innovator-Cultivator\" and \"Focus-Utilizer\" experience better business competitiveness than other fits. 6.The intervening effect of HRM effectiveness between the relationship that HR strategy affects business competitiveness is very significant.

D.16 完成檢誤日期:2000-11-27
D.17 預定釋出日期:2000-12-26
D.18 初次釋出日期:2000-12-26
D.19_1 最新版釋出日期:2000-12-26
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10.6141/TW-SRDA-E88044-1
http://efenci.srda.sinica.edu.tw/webview/index.jsp?object=http://efenci.srda.sinica.edu.tw:80/obj/fStudy/E88044
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