本研究主要針對策略性人力資源管理的三種理論觀點，進行實證性驗證。首先藉由相關研究與文獻釐清普遍性觀點、構形觀點與權變觀點的主要差異，提出研究假設；並將人力資源管理系統分成五大系統，分別爲招募甄選、訓練發展、績效評估、薪資福利、與勞資關係，以驗證不同理論觀點的假設。研究結果發現，三種理論在解釋人力資源管理活動績效上皆有其貢獻。如同普遍性觀點所指出，本研究發現五大系統的高績效工作活動對人力資源管理效能皆有正向且顯著之影響；構形觀點所主張之當組織各項人力資源管理系統彼此的內部一致性愈高時，則人力資源管理效能也愈佳亦獲支持。本研究亦發現組織中人力資源管理活動的一致性程度會調節高績效工作活動與人力資源管理效能間的關係，因此，權變觀點的論點也獲致證實。

The aim of this study is to test the three theoretical perspectives in strategic human resource management simultaneously. Through literature review, we articulated the important differences among the universalistic, configurational, and contingency perspectives, and then expounded our hypotheses. Human resource management system was divided into five sub-systems: recruitment, training, appraisal, benefit, and labor relations. The results demonstrated that each perspective has its contribution to explore the relationship between high performance work practice and human resource management effectiveness. We found that the five sub-system of HRM all have positive effects on HRM effectiveness which support the argument of universal perspective. The finding of the higher the consistency of HRM system, the better HR effectiveness, evidenced the argument of configuration perspective. As to contingency perspective, the moderating effect of HR internal fit was found to be significant on the relationship between the high performance work practice and HR effectiveness. Among them, contingency theory has the strongest power in explaining the variance of human resource effectiveness.