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E88065
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台灣跨國公司的國際人力資源管理及其財務績效之研究
Corporate IHRM Practice and Financial Performance of Taiwanese Multinational Corporations
1.呂勝瑛
1.Sheng-ying Lii
1.大葉大學教育學程中心
1.Center of Teacher Education, Da Yen University
001,002,003,004
1.大葉大學教育學程中心
1.Center of Teacher Education, Da Yen University
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):1998-08-01
A.14 計畫執行期間(訖):1999-07-31
1999-03-011999-06-30
A.16 收到日期:1999-10-19
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台商在海外兩個或兩個以上地區投資的跨國公司

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215


215
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C.2 聯絡日期:1999-10-22
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1.大葉大學教育學程中心
1.Center of Teacher Education, Da Yen University
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C.7 資料公開日期:2001-08-01
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本研究主要在探討台灣跨國公司的人力資源管理對公司財務績效的影響。從文獻探討中找出使組織獲得高績效的某些特定人力資源管理的活動。這些活動統稱之為高績 效人力資源管理活動。包括嚴格甄選、跨功能訓練、成果導向績效評估、具競爭力薪資、分紅入股、高度員工參與、團隊工作、內部晉升、生涯規畫、工作保障等。 以之編成問卷,寄給台灣千大企業主管,共回收有效問卷215份。其中69份為跨國公司。問卷的資料與中華徵信社所提供的公司財務資料求相關。 1、高績效的HRM活動能解釋49%的公司生產力的變異量。其中具統計顯著者包括(1)跨功能訓練(β=-.61)(2)成果導向績效評估 (β=-.50)(3)具競爭力薪資(β=.42)(4)分紅入股(β=.36)(5)團隊工作(β=.40)。 2、高績效的HRM活動能解釋35%員工自願離職的變異量。其中具統計顯著者包括(1)具競爭力薪資(β=-.29)(2)生涯規畫(β=-.39)。 3、高績效的HRM活動能解釋47%的稅前純益。其中具統計顯著者包括(1)跨功能訓練(β=-.48)(2)成果導向績效評估(β=-.50)(3)具 競爭力薪資(β=.59)。 4、高績效的HRM活動能解釋31%的公司淨值報酬,其中具統計顯著者包括(1)分紅入股(β=.41)(2)團隊工作(β=.44)。

The purpose of this study is to explore the impact of international human resources management on the financial performance of Taiwanese multinational corporations. Research literature indicates that some specific human resources practice is conducive for high corporate financial performance. These practices include selective recruitment, cross-function training, performance-based appraisal, competitive pay, stock option and bonus, participation management, teamwork, promotion from within, career planning, employment security, etc. Using these human resources management practice developed a questionnaire. Two hundred and fifteen valid questionnaire were returned from the top one thousand corporations. Among them, 69 are from multinational corporations. The data from the questionnaire were matched with the financial information published by the China Credit Information Company. 1.High performance HRM activities can explain 49% variance of the corporate productivity. The variables with statistical significance are: (1) cross-function training (β= -.61) (2) performance-based appraisal (β= -.50) (3) competitive pay (β= .42) (4) stock option and bonus (β= .36) 2.High performance HRM activities can explain 35% variance of voluntary turnover. The variables with statistical significance are: (1) competitive pay (β= -.29) (2) career planning (β= -.39) 3.High performance HRM can explain 47% variance of the corporate net income. The variables with statistical significance are: (1) cross-function training (β= -.48) (2)performance-based appraisal (β= -.50) (3)competitive pay (β= .59) 4.High performance HRM activities can explain 31% variance of the corporate return on net worth. The variables with statistical significance are: (1) stock option and bonus (β=.41) (2) teamwork (β= .44)

D.16 完成檢誤日期:2000-07-05
D.17 預定釋出日期:2001-08-01
D.18 初次釋出日期:2001-08-01
D.19_1 最新版釋出日期:2001-08-01
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10.6141/TW-SRDA-E88065-1
https://efenci.srda.sinica.edu.tw/webview/index.jsp?object=https://efenci.srda.sinica.edu.tw:80/obj/fStudy/E88065
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