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題名:醫院人力資源管理政策、人力資源特性、組織能力與經營績效關係之研究--資源基礎觀點
書刊名:管理與系統
作者:鍾以勇 引用關係
作者(外文):Chung, Yi-yung
出版日期:2004
卷期:11:1
頁次:頁113-152
主題關鍵詞:人力資源管理政策人力資源特性組織能力資源基礎觀點競爭優勢HRM policyHR characteristicsOrganizational capabilitiesRBVCompetitive advantage
原始連結:連回原系統網址new window
相關次數:
  • 被引用次數被引用次數:期刊(2) 博士論文(2) 專書(0) 專書論文(0)
  • 排除自我引用排除自我引用:2
  • 共同引用共同引用:32
  • 點閱點閱:129
1990年代起,資源基礎觀點(RBV)成為企業競爭優勢研究的主流典範。RBV認為企業組織的競爭策略需建立在其「價值性」、「稀有性」、「不可模仿性」、以及「不可取代性」的獨特資源組合上才能獲得競爭優勢。事實上,企業將獨特資源組合轉換成最終產品與服務,其所憑藉的組織能力是源自專屬於組織的人員之長期複雜的互動,因此適當的人力資源政策能夠使人力資源與組織能力難以被競爭者模仿與取代,因而獲得卓越績效。本研究旨在探討:(1)國內醫院人力資源管理活動對經營績效的影響關係,(2)人力資源管理政策型態及其與經營績效關係,(3)人力資源管理活動對人力資源特性、組織能力與經營績效間的影響關係,以釐清這些研究變項間的關係。研究結果發現:(1)醫院人力資源管理活動對經營績效有正向影響,其中顯著影響的構面為內部人力發展、生涯規劃、內部升遷以及人力資源的策略重要性, (2)國內醫院的人力資源管理政策可區分為4種不同型態,愈重視人力資源管理政策且愈具有內部一致性者,其經營績效愈佳,(3)適當有效的人力資源管理活動有助於增進人力資源特性以及組織能力,且人力資源特性與組織能力對經營績效均具有正向顯著影響效果,(4)在醫院人力資源管理活動對經營績效的影響關係中,人力資源特性與組織能力的中介效果並未獲得實證結果的充份支持。最後,本研究根據實證結果提出管理涵意與後續研究建議。
The RBV has become a mainstream paradigm regarding the research on competitive advantage for business organizations since 1990. The essential of RBV is that the competitive advantage of a business comes from the strategy that is based on the combinations of unique resources which are valuable, rare, inimitable and non-substitutable. Most importantly, both the HR characteristics and organizational capabilities, that transform the combinations of unique resources into final products and services, can be attributed to the long-range complicated interactions among the organization-specific personnel. Accordingly, through the formulation of adequate HRM policy, the HR characteristics and organizational capabilities become difficult to be imitated and substituted by competitors, thereby a business organization achieving excellent performance. For the reasons mentioned above, this study purports to (1) examine the relationship between HRM activities and organizational performance, (2) discriminate the HRM policy types of hospitals and their effects on organizational performance, (3) find the effects of the relationships amongHRM activities, HR characteristics, organizational capabilities and organizational performance. The results indicate that (1) the effect of hospital HRM on performance is positive, and the significant dimensions of HRM that affect hospitals' performance includes internal HR development, career planning, internal promotion, strategic importance of HR, (2) there exists 4 types of hospital HRM policy. The more emphasis the hospitals put on HRM policy and the more internal consistency the HRM policy has, the better performance these hospitals have, (3) adequate and effective HRM activities facilitate the hospitals' HR characteristics and organizational capabilities, thereby enhancing organizational performance, (4) the intervening effects of HR characteristics and organizational capabilities between hospital HRM activities and organizational performance were not empirically sufficiently supported. At the last section, the managerial implications, that were derived from the empirical tests, and the directions for ensuing researches were suggested.
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