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題名:承諾型人力資源管理措施在組織承諾、知識分享、心理契約及授權領導之影響下,對台灣高科技產業創新績效之影響
作者:李風輝
作者(外文):Feng-HuiLee
校院名稱:國立成功大學
系所名稱:國際經營管理研究所博士班
指導教授:吳萬益
學位類別:博士
出版日期:2012
主題關鍵詞:承諾型人力資源管理措施授權領導階層線性模式創新績效知識分享組織承諾心理契約Commitment-based HR practices (CBHRPs)Empowering leadershipHierarchical linear model (HLM)Innovation performanceKnowledge sharingOrganizational commitmentPsychological contract
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基於社會交換理論、理性行為理論、自決理論、角色認同概念、內在動機理論、授權領導概念及心理契約理論的結合,本研究提出兩個跨層次之整合模型來研究組織層面之個別或綁一起實施的承諾型人力資源管理措施與個人層面之組織承諾、知識分享及創新績效之間的關係。本研究亦確認扮演中介變項之組織承諾和知識分享對個別或綁一起實施的承諾型人力資源管理措施與創新績效間關係的影響。本研究進一步調查扮演調節變項之授權領導和關係型心理契約對個別或綁一起實施的承諾型人力資源管理措施、組織承諾、知識分享及創新績效間關係的影響。本研究從116家台灣高科技企業取樣402名員工及116位經理,在個人層面方面得到下列結果: (1)組織承諾正向影響知識分享;(2)知識分享正向影響創新績效;(3)中介變項之知識分享正向影響組織承諾與創新績效間之關係;(4)關係型心理契約正向調節組織承諾、知識分享及創新績效間之關係。在組織層面方面,當企業實施五個個別之承諾型人力資源管理措施,包括員工參與決策、工作設計、訓練及發展、績效評估及薪酬,福利和獎勵,則得到下面的結論:(1)只有員工參與決策、工作設計、訓練及發展及薪酬,福利和獎勵正向影響組織承諾,知識分享及創新績效;(2)授權領導只正向調節員工參與決策、工作設計、訓練及發展、組織承諾、知識分享及創新績效間之關係;(3)中介變項之組織承諾只正向影響員工參與決策、工作設計、訓練及發展及知識分享間之關係;(4)中介變項之知識分享只正向影響員工參與決策、工作設計、訓練及發展及創新績效間之關係;及(5)授權領導正向調節組織承諾、知識分享及創新績效間之關係。然而,當企業將這五個承諾型人力資源管理措施綁在一起實施,則得到下面的結論:(1)綁在一起實施之承諾型人力資源管理措施正向影響組織承諾、知識分享及創新績效;(2)中介變項之組織承諾正向影響綁在一起實施之承諾型人力資源管理措施及知識分享間之關係;(3)中介變項之知識分享正向影響綁在一起實施之承諾型人力資源管理措施及創新績效間之關係;(4)授權領導正向調節綁在一起實施之承諾型人力資源管理措施、組織承諾、知識分享及創新績效間之關係。最後,本研究發現對理論和管理的貢獻及含意做進一步討論。
Based on a combination of the social exchange theory, theory of reasoned action, self-determination theory (SDT), roll identity concept, intrinsic motivation theory, the concept of empowering leadership, and the psychological contract theory, this study presents two integrated models which investigate the relationships between single or bundled commitment-based HR practices (CBHRPs) at an organizational level and individual outcome variables (organizational commitment, knowledge sharing, and innovation performance) from a cross-level. It also identifies the mediating roles played by organizational commitment, and knowledge sharing in the relationship between single CBHRPs, bundled CBHRPs and innovation performance. It further examines the moderating roles of empowering leadership and relational psychological contract in the relationship between single CBHRPs, bundled CBHRPs, organizational commitment, knowledge sharing, and innovation performance. Drawing on a sample of 402 employees from 116 high-tech firms in Taiwan, the results at the individual level show that (1) organizational commitment positively influences knowledge sharing, (2) knowledge sharing positively influences innovation performance, (3) knowledge sharing positively mediates the relationship between organizational commitment and innovation performance, (4) relational psychological contract positively moderates the relationships between organizational commitment, knowledge sharing, and innovation performance. At the cross level, when firms implement five single CBHRPs, including participation, work design, training and development, performance appraisal, and compensation and rewards, the following results can be concluded: (1) only participation, work design, training and development, and compensation rewards positively influence organizational commitment, knowledge sharing, and innovation performance, (2) empowering leadership only positively moderates the relationships between participation, work design, training and development, organizational commitment, knowledge sharing, and innovation performance, (3) organizational commitment only positively mediates the relationships between participation, work design, training and development, and knowledge sharing, (4) knowledge sharing only positively mediates the relationships between participation, work design, training and development, and innovation performance, and (5) empowering leadership positively moderates the relationships between organizational commitment, knowledge sharing, and innovation performance. However, when firms bundle those five CBHRPs together, the following results can be concluded: (1) bundled CBHRPs positively influences organizational commitment, knowledge sharing, and innovation performance, (2) organizational commitment positively mediates the relationship between bundled CBHRPs and knowledge sharing, (3) knowledge sharing positively mediates the relationship between bundled CBHRPs and innovation performance, (4) empowering leadership positively moderates the relationships between bundled CBHRPs, organizational commitment, knowledge sharing, and innovation performance. The theoretical and managerial contributions and implications of these findings are discussed.
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