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題名:高績效工作系統與員工績效之跨層次研究:人力資本中介效果及創意自我效能與服務導向干擾效果
作者:呂家美 引用關係
作者(外文):Chia-Mei Lu
校院名稱:國立中山大學
系所名稱:人力資源管理研究所
指導教授:陳世哲
學位類別:博士
出版日期:2016
主題關鍵詞:高績效工作系統人力資本創意自我效能服務導向美容產業Human CapitalHigh Performance Work SystemCreative Self-EfficacyBeauty and Fashion IndustryService Orientation
原始連結:連回原系統網址new window
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本研究運用資源基礎(resource-based view)理論及人力資本(human capital)理論的觀點,從微觀的觀點探討台灣美容時尚產業的人力資源管理實務與個人績效,分析組織內部人力資本專業化與員工創意自我效能、服務導向的高低程度,進一步釐清人力資本、服務導向及創意效能和服務產業的關聯性。以多層次分析進行探討,從360名員工與120名主管的120個配對有效樣本中發現,人力資本對員工工作績效具有正向作用,同時對高績效工作系統與工作績效具有中介效果。個人層次的創意自我效能調節分析中發現,相較於高創意自我效能,在低創意自我效能的條件下,負向調節人力資本對財務績效與創意績效的效果較明顯。組織層次的服務導向調節分析證實,相較於高服務導向情況下,在低服務導向的條件下,負向調節高績效工作系統對服務績效的效果較明顯。研究結果不僅顯示在跨層次的高績效工作系統研究中以人力資本解釋員工績效的適切性,擴展研究的深度,同時也提供進一步的管理與實務意涵。
By applying resource-based view and human capital theory, this study investigates human resource management and individual performance in Taiwan’s beauty and fashion industry at the micro-level by analyzing variations in intra-organizational human capital specialization, personnel creative self-efficacy, and service orientation and further clarifies the correlation among these elements. Based on a multi-level analysis and findings from 120 valid paired samples of 360 employees and 120 managers, human capital had a positive impact on job performance, and a mediating effect between high-performance work systems and job performance. Moderation analysis of individual-level creative self-efficacy showed that, compared with high creative self-efficacy, there was a more obvious negative moderation by human capital on financial and creative performance under low creative self-efficacy. Additionally, moderation analysis of organization-level service orientation indicated that, compared with high service-orientation, there was a clearer negative moderation by high-performance work systems on service performance in the low service orientation context. The results of this study not only demonstrate the suitability of using human capital to explain performance in the context of cross-level high-performance work systems, thereby extending previous research, but also provide further implications for management and practices.
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