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題名：人力資源主管角色與高階主管情感型信任對人力資源部門績效指標的影響
書刊名：交大管理學報
作者：張火燦 引用關係／紀乃文 引用關係
作者(外文)：Chang, Huo-tsan／Chi, Nai-wen
出版日期：2006
卷期：26:2
頁次：頁49-89
主題關鍵詞：人力資源部門績效指標；信任；人力資源主管角色；Performance indicators of human resource function；Trust；Human resource manager role
原始連結：連回原系統網址new window
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  • 被引用次數被引用次數:期刊(3) 博士論文(2) 專書(0) 專書論文(0)
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隨著外在經營環境的變遷，究竟人力資源主管的何種角色對企業經營有正面幫助？人力資源主管角色之扮演是否隨著不同個人及組織變項而產生影響？是我們想探究的；而信任對於人力資源實務的推行，實為不可或缺的重要因素，但目前國內外之學生者並未有人探討高階主管之信任對人力資源主管角色與企業重視的人力資源部門績效指標關係之影響，因此本研究將以情感型信任探討高階主管與人力資源主管之關係是否對人力資源主管角色扮演與人力資源部門績效指標的重視程度產生干擾作用。本硎究以問卷調查法進行調查，自2003年「天下1000大製造業」特刊前500大廠商選取250間廠商之人力資源部門主管為填答對象，實得有效樣本137份，有效問卷回收率為55%；統計分析採因素分析、多變量變數分析與階層迴歸分析。本研究之結果發現：1.人力資源主管之個人變項與組織變項對其角色扮演有顯著差異；2.人力資源主管角色與人力資源部門績效指標間有正向關係；3.高情感型信任反會減弱策略夥伴、變革推手角色對策略績效指標的正向影響；針對本研究之研究結果，提出建議如下：企業應視本身策略性或變革之需求，聘用資源人力資源主管或提升人力資源主管層級；人力資源主管應視其服務之產業別的不同，扮演不同之角色；而企業也應視人力資源主管之角色，選擇相對應之人力資源部門績效指標加以衡量；最後，人力資源主管扮演策略夥伴或變革推手角色時，企業高階主管對人力資源主管應注意錢情感型信任可能造成的負向影響。
Facing the coming of knowledge-based economy and the change of outside environment, talented human resources are key competitive advantages of enterprises. therefore, if human resource mangers can play their roles capably will influence the performance of human resource function directly. In order to obtain empirical data, the subjects involving in this study were human resource mangers in 2003 ”Top 1000 manufacturing company in Taiwan” by Commonwealth Magazine. The samples were selected by the random sampling method from top 500 companies. 250 questionnaires were sent randomly, and then 137 questionnaires were responded. The valid responded rate was 55%. The conclusions of this study were stated as follows: 1. Different demographic variables of human resource mangers have significance on their roles; 2. The relationship of human resource managers roles and performance indicators of human resource function was relative; 3. High affective trust would moderate the relationship between human resource manger roles and performance indicators of human resource function. The recommendations suggested from this study were listed as follows: 1.When facing the needs of organization change and strategic management, the company should hire the experienced human resource mangers and the human resource manger should be promoted to the higher level; 2.The human resource mangers in high technology industry should focus on all human resource functions, the human resource mangers in traditional technology industry should dry to improve are efficiency of human resource practices; 3.The companies should choose the right performance indicators of human resource function that fit the roles of the human resource manager; 4.When the human resource managers playing the strategic partner and the change agent role, the higher executives should not build the relationship with human resource managers based on affective trust.
期刊論文
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圖書論文
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