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Student Number 964207012
Author Pin-chieh Su(蘇品潔)
Author's Email Address No Public.
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Department Graduate Institute of Human Resource Management
Year 2008
Semester 2
Degree Master
Type of Document Master's Thesis
Language zh-TW.Big5 Chinese
Title 人力資源活動對人力資源效能及組織效能之影響─以台灣千大企業為例
Date of Defense 2009-07-06
Page Count 72
Keyword
  • 人力資源效能
  • 前瞻性人力資源
  • 策略性人力資源
  • 組織效能
  • Abstract This research focused on different human resource activities and skills, and the effects from each of them to the human resource effectiveness and the organizational effectiveness. According to the competitive advantage model (Brockbank, 1999), we separate the activities and skills into three categories: operationally reactive, proactive and strategic. Among the combination of operational, reactive, strategic and proactive, Brockbank suggested that if human resource linked strategic and proactive, the strategically proactive activities and skills could create the most competitive advantage and contribution to the organizations. Therefore, we use this concept to review the execution of strategically proactive human resource in Taiwan’s organizations.
      We collected 70 samples which are the Top 1000 companies surveyed by CommonWealth magazine, including 1000 manufacturing, 500 service and 100 banking industry. Instead of understanding the human resource in Taiwan and the influence on effectiveness, we also compare the human resource and effectiveness of 2006 and 2009. Because of the economic downturn, 2009 might be a turning point to change the percentage of human resource daily work.
      In this research, we found human resource put more time and efforts in operationally reactive human resource than proactive or strategic human resource. The regression analysis showed that human resource effectiveness are significantly positively affected by proactive and strategic human resource, and organizational effectiveness are significantly positively affected by strategic human resource. When comparing 2006 and 2009, we found both proactive and strategic human resource are improved. On the other hand, the operationally reactive human resource decreased than before. The result of the situation is that human resource and organizational effectiveness all increased. In the future, human resource should keep raising strategically proactive human resource and reducing operationally routine job.
    Table of Content 中文摘要i
    英文摘要ii
    致謝辭iii
    目錄iv
    表目錄v
    圖目錄v
    第一章緒論1
    第一節研究動機1
    第二節研究目的3
    第二章文獻探討4
    第一節人力資源活動4
    第二節策略性與前瞻性人力資源管理7
    第三節人力資源效能15
    第四節策略性與前瞻性人力資源對於組織績效之影響18
    第三章研究方法24
    第一節研究架構24
    第二節研究變項25
    第三節分析方法30
    第四節研究對象31
    第四章研究結果33
    第一節信度分析33
    第二節敘述統計分析34
    第三節因素分析44
    第四節相關分析48
    第五節迴歸分析50
    第六節2006年與2009年之人力資源活動和效能53
    第五章結論與建議55
    第一節研究結論55
    第二節討論57
    第三節管理意涵59
    第四節建議60
    參考文獻61
    附錄68
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    Advisor
  • Mai-yu Fang(房美玉)
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  • 964207012.pdf
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    Date of Submission 2009-07-17

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