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E91062
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台灣中小企業轉型策略、人力資源角色與組織績效關係之研究
An Empirical Research on the Relationships among Corporate Transformation, Human Resource Roles, and Organizational Performance for Small & Medium Firms in Taiwan
1.余明助
1.Ming-chu Yu
1.國立高雄應用科技大學人力資源發展系
1.Department of Human Resource Development, National Kaohsiung University of Applied Sciences
001,002,003,004
1.國立高雄應用科技大學人力資源發展系
1.Department of Human Resource Development, National Kaohsiung University of Applied Sciences
002
1.行政院國家科學委員會
1.National Science Council
A.14 計畫執行期間(起):2002-08-01
A.14 計畫執行期間(訖):2003-07-31
2003-01-312003-03-30
A.16 收到日期:2004-01-08
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經濟部中小企業處各縣市榮譽指導員廠商

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C.2 聯絡日期:2004-01-09
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1.國立高雄應用科技大學人力資源發展系
1.Department of Human Resource Development, National Kaohsiung University of Applied Sciences
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C.7 資料公開日期:2003-08-01
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1.人力資源角色
2.企業轉型
3.組織績效
1.Corporate Transformation
2.Human Resource Role
3.Organizational Performance
 隨著全球經濟的自由化及國際化,台灣的中小企業在國內及國外市場皆面臨更多的競爭者,在新的動態競爭環境下,台灣傳統勞力密集產業逐漸喪失競爭力。因此 本研究經由探討中小企業面對環境變動,如何透過轉型的過程來建立競爭優勢。而且企業轉型時,人力資源專業人員扮演的角色必須重新定義,且人力資源專業人員 擔任更多元化的角色,以為企業創造價值,故本研究同時探討企業轉型後,如何利用人力資源角色的因應策略,來提升企業之組織績效。

本研究針對台灣之中小企業,透過實證研究來探討「產業競爭環境、企業轉型策略、人力資源角色與組織績效」之間的關係。經由回收有效問卷184家中小企業的資料,利用變異數分析、線性結構關係模式等統計方法進行分析後,本研究發現:

一、產業競爭環境會顯著影響企業的轉型策略,中小企業面對的產業環境變化愈大時,企業轉型程度愈高。

二、企業轉型策略對人力資源角色具有正向顯著影響,同時人力資源角色對組織績效亦有正向顯著影響,表示企業進行轉型時會同時調整其人力資源角色,並進而影響組織績效。

三、企業轉型策略與人力資源角色具有中介效果,亦即產業競爭環境必須透過企業轉型策略及人力資源角色影響組織績效。 四、最後本研究亦發現製造業較重視局部轉型策略,同時有進行海外投資的企業較重視轉型策略的運用。

As global economies become more and more liberal, the small & medium enterprises (henceforth SMEs) in Taiwan face more and more competitors from domestic and foreign markets. In the new and dynamic economic environment with its keen competition, the traditional labor-intensive industry of Taiwan is losing its competitiveness. This paper studies Taiwanese SMEs with regard to how they can regain a competitive advantage through transformation. Researchers have found that there is an association between successful transformation and human resources. When firms undergo transformation, the roles of human resource professionals will have to be redefined. For human resource professionals to add value to their increasingly complex businesses, they must perform increasingly complex, and at times, paradoxical roles. This paper tries to investigate the way SMEs make use of human resource roles to promote corporate performance after transformation. This study was conducted on industrial competitive environments, corporate transformations, human resource roles and organizational performances in SMEs in Taiwan. One hundred and eighty-four questionnaires were given to Taiwanese SMEs. The results are summarized as below: 1.Overall, the industrial competitive environment have effects on the corporate transformation. 2 Corporate transformation strategies have positive effects on human resource roles, which, in turn; have positive effects on organizational performance. Based on the findings, the corporation would adjust the human resource roles that affect organizational performances during the periods of transformation. 3.Corporate transformation strategies and human resource roles, the intervening variables, affects organizational performance. 4.Both manufacturers and corporations with overseas investments stress transformation strategies. The findings of this empirical research elucidate the relations among industrial competitive environments, corporate transformations, human resource roles and organizational performances for SMEs in Taiwan.

D.16 完成檢誤日期:2004-06-09
D.17 預定釋出日期:2004-08-01
D.18 初次釋出日期:2004-08-03
D.19_1 最新版釋出日期:2004-08-03
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10.6141/TW-SRDA-E91062-1
https://efenci.srda.sinica.edu.tw/webview/index.jsp?object=https://efenci.srda.sinica.edu.tw:80/obj/fStudy/E91062
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