人力資源管理部門角色對企業績效的影響

Abstract

本研究的目的在於探討目前國內製造業人力資源管理部門在各個不同角色的參與情況及其參與程度對組織績效的影響，並瞭解其中有無產業別及產業規模的差異。研究結果發現受訪樣本中，人力資源管理部門的行政專家角色對組織績效無影響、員工夥伴角色對組織的外部績效及整體績效有影響、變革觸動者角色對組織的內部績效、外部績效及整體績效均有影響、策略夥伴角色對客觀的財務績效有影響、在四個人力資源管理部門角色參與程度都高的組織其組織績效也較高。研究結果支持企業人力資源管理部門角色的參與程度對組織績效有影響的論點。

he purpose of this study is to examine the types of roles served by HRM departments within companies in the manufacturing industries and its effects on the companies’ business performance. This study also examines the moderating effects that the type of industry (high-tech vs. traditional manufacturing) and the scale of the company have on the role involvement-performance relationship. The results show that the HRM department’s involvement in the role of administrative expert has no effect on the company’s business performance. However, its involvement in the role of employee champion has a positive effect on the external as well as the overall performance. Involvement in the role of the agent of change also has a positive effect on internal, external, and overall performance. In addition, involvement in the role of the strategic partner has a positive effect on the objective financial performance, and involvement in the role of change agent has positive effects on internal, external, and overall performance. The most interesting finding is that the total level of involvement in the four roles has a positive effect on the internal, external, and overall performance. These results support the argument that the role played by the HRM department has a significant effect on corporate performance.