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題名：人力資源管理系統、組織能力與組織績效關係之研究─以區域醫院為例
作者：鍾以勇 引用關係
作者(外文)：Chung, Yi-Yung
校院名稱：國立臺北大學
系所名稱：企業管理學系
指導教授：黃營杉
學位類別：博士
出版日期：2004
主題關鍵詞：人力資源管理系統；組織能力；組織績效；中介效果；HRM system；organizational capability；organizational performance；mediate effect
原始連結：連回原系統網址new window
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資源基礎觀點認為企業持久性競爭優勢的來源是企業擁有具「價值性」、「稀少性」、「不可模仿性」、以及「不可取代性」的獨特資源組合(resource profile)。這些資源包括實體資本資源、人力資本資源以及組織資本資源。事實上，組織的資源部署能力，不論是在實體資本資源的運用或組織資本資源的發展，其基礎皆建立在人力資本資源之上。因此，有關組織競爭優勢與組織績效的研究，應以人力資源與其管理活動為焦點。然而究竟組織的人力資源管理系統是如何影響組織績效，則仍有待進一步探討。另一方面，由於競爭邏輯的轉變，使得組織獲得競爭優勢的方式首先必須將焦點置於組織內部，並建立難以模仿的「組織能力」，而此種組織能力則是建立在適當的人力資源管理所產生的人力資本之基礎上。由於不同型態之人力資源管理系統可能對組織員工形塑成不同的態度與行為，藉此影響有效執行組織策略的能力，最終將進而影響組織績效。
基於此，本研究根據文獻探討以及個案分析結果進行推論所獲得的研究架構，以區域醫院為對象進行探討：1.醫院組織所採用的的人力資源管理系統類型與組織能力類型為何？2.醫院的人力資源管理系統類型、組織能力類型以及組織績效之間的關係為何？3.人力資源管理系統、組織能力與組織績效之間的影響關係為何？4.組織能力在人力資源管理系統對組織績效的影響關係是否具有中介效果？
研究結果發現，醫院組織所採用的的人力資源管理系統可區分成「內部導向型」與「外部導向型」；採行「內部導向型」人力資源管理系統的醫院之組織能力則包括「技術型」與「管理型」；而採行「外部導向型」人力資源管理系統的醫院之組織能力則為「平庸型」。擁有「技術型」與「管理型」之組織能力的醫院，其在財務績效、作業績效方面的表現相當；但在組織效能方面，擁有「管理型」組織能力的醫院則顯著優於擁有「技術型」組織能力的醫院。然而擁有「技術型」與「管理型」組織能力的醫院不論在財務績效、作業績效以及組織效能方面的表現均顯著優於擁有「平庸型」組織能力的醫院。此外本研究也發現，人力資源管理系統對於組織績效並非直接的影響關係，而是透過組織能力的中介效果來成。
本研究的實證結果釐清了過去有關人力資源管理系統與組織績效關係方面的研究之歧見，並建立較符合組織運作邏輯的變數關係模式。此模式若要進一步發展成一般性理論，則後續研究可針對其他層級醫院與不同產業進行實證研究的比較與整合。此外，研究結果並未發現構型理論中的「殊途同歸性」(equifinality)的現象，後續研究可針對變數的選取或方法論方面的問題進行探討。最後，影響組織績效的內部因素除了人力資源管理系統之外，尚有競爭策略、組織結構、技術等因素，然而本研究僅採用人力資源管理系統、組織能力兩項。因此，為了使研究範圍更加週延，並使研究模型更具解釋能力與預測能力，未來對於醫院組織績效的研究可以本研究的實證結果為基礎，並整合這些影響因素以及不同領域的觀點，以獲得更完整的人力資源管理系統構型，並作為理論與實務的規範性架構。
The RBV school of thoughts regards unique resource profile, including physical-capital resource, human-capital resource and organizational-capital resource, characterized valuable, rare, inimitable and non-substitutable as source of competitive advantage for business organizations. In effect, research regarding competitive advantage or organizational performance should be focused on human-capital resource because the organizational capability of resource deployment, whether the utilization of physical-capital resource or the development of organizational-capital, can be ultimately attributed to human-capital resource. However, the mechanism of the impact on organizational performance for HRM system has been the realm that still needs much more deep exploration. According to the shift of competition logic, the way to achieve competitive advantage for organizations is to focus on their internal side and therein build inimitable “organizational capability” that is based on human-capital derived from HRM system. Besides, different type of HRM system can shape different employee attitude and behavior which will next influence the strategy-execution capability which will ultimately impact the organizational performance.
Based on the above, the reasonings derived from literature and case study, this research is purported to explore (1)the configurations of HRM system and organizational capability, (2)the relationships among the configurations of HRM system, the configurations of organizational capability and organizational performance, (3)the relationships among HRM system, organizational capability and organizational performance, (4)the mediate effect of organizational capability between the relationship of the impact of HRM system on organizational performance, for regional hospital organizations in Taiwan.
The results indicate that (1) “internal-oriented type” and “external-oriented type” of HRM system configurations were identified for regional hospitals in Taiwan, (2)the configurations of organizational capability under the internal-oriented type HRM system configuration include “skill type” and ”management type” but “mediocre type” under the external-oriented type HRM system configuration. As for the organizational performance, the hospitals owning “management type” organizational capability are equivalent with that of “skill type” in financial and operational performance dimensions, but significantly superior than they in organizational effectiveness dimension. However, in all of the three performance dimensions, hospitals owning the “management type” or “skill type” organizational capability are both significantly superior than that of “mediocre type”. Additionally, another important finding of this research is that the impact of HRM system on organizational performance is not direct but mediate effect through organizational capability.
The empirical result not only clarifies the ramification concerning the relationship between HRM system and organizational performance, but also constructs the model that is more congruent with organizational logic. To further develop as a general theory from this model, the ensuing research should conduct empirical studies for different level of hospitals and other industries and then compare and integrate these results. Besides, to verify the “equifinality” in the configuration theory that was not found in this research, ensuing research can explore it from variables selecting or methodology. Finally, to establish a comprehensive model of HRM system configurations having more explaining and forecasting ability, future research can further invest more efforts in combining other organizational factors such as “competitive strategy”, “organizational structure”, “technology” and so on.
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