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博碩士論文 etd-0203106-225307 詳細資訊
Title page for etd-0203106-225307
論文名稱
Title
負責性組織精簡策略與企業績效中間機制之研究─動態策略能力與策略性人力資源管理觀點
The interventional mechanisms between responsible downsizing strategy and firm performance: Dynamic strategy capability and SHRM perspective
系所名稱
Department
畢業學年期
Year, semester
語文別
Language
學位類別
Degree
頁數
Number of pages
144
研究生
Author
指導教授
Advisor
召集委員
Convenor
口試委員
Advisory Committee
口試日期
Date of Exam
2006-01-20
繳交日期
Date of Submission
2006-02-03
關鍵字
Keywords
動態策略能力、策略性人力資源管理、負責性組織精簡策略、組織精簡、企業績效
firm performance, strategic human resource management, downsizing, responsible restructuring strategies, dynamic strategy capability
統計
Statistics
本論文已被瀏覽 5786 次,被下載 3606
The thesis/dissertation has been browsed 5786 times, has been downloaded 3606 times.
中文摘要
組織精簡是長年以來國內外企業經常使用的管理策略,可是精簡後企業的績效卻莫衷一是,而且又傷害了千千萬萬的員工、他們的家庭與社會。為了對此重要社會議題之解決有所貢獻,本研究以跨領域的思維,除回顧組織變革領域的文獻之外,亦探索了策略與策略性人力資源管理等領域的相關文獻。發現在策略地圖的觀念架構中,將員工之價值轉換成股東價值的中間機制企業的「內部作業程序能力」,亦即策略與策略性人力資源管理領域學者所稱之「企業動態策略能力」,是此議題中組織變革領域學者們所忽略的關鍵中介變項。
同時,眾多文獻中亦主張,組織精簡後的人力資源管理系統是組織精簡成功的重要變項;也是建構與強化企業組織能力之機制。但需釐清與實證的是:這是何種特性的人力資源管理系統?它與組織精簡策略、企業動態策略能力、企業績效之間的關係又如何?本研究先探索台灣企業的組織精簡實況後,再以110家實施過組織精簡的企業為樣本,用量化的研究方法,來探討企業動態策略能力與人力資源管理系統這二個重要機制對負責性組織精簡策略與企業績效之間關係的影響。結果發現,不論是負責性組織精簡策略或是精簡後的策略性人力資源管理系統均需經由企業動態策略能力的增強,才能提昇企業績效。這發現與本研究所提出之新構念、所釐清的觀念,以及發展出的測量工具,對組織變革、人力資源管理與策略等領域的理論發展、管理實務運用及社會議題的解決上將有所貢獻。
Abstract
Organizational downsizing has been a popular business strategy widely used by enterprises all over the world since the 80’s. Unfortunately, according to the findings of many investigations and researches, the results of downsizing are both positive and negative. Not only the improvements of firms’ performance can’t be ensured, it also brings the devastated consequences to employees. They eventually create chaos to the employees’ families and to the entire society. In order to solve this important issue of the societies, this research reviewed the relative literatures across different research fields, such as organization change, strategy and strategic human resource management field.
It found that firm’s dynamic strategy capability and strategic human resource management practices, asserted by strategy and strategic human resource management field as the essential mechanisms for ensuring firm’s competitive advantage, are the two key interventional variables between downsizing strategies and post-downsizing firm performance. Therefore, 110 MNCs and local Taiwanese companies were chosen as the samples to empirically prove the relationships among these variables. The insights and findings in this research may contribute to the theory development in organization change, strategy and strategic human resource management field and to the managerial practice as well.
目次 Table of Contents
目錄
頁次
第一章 緒論 ………………………………………… 1
第一節 研究背景與動機 ……………………………… 1
第二節 研究目的 …………………………………… 4

第二章 文獻回顧 …………………………………… 6
第一節 負責性組織精簡策略 ……………………… 6
第二節 企業的動態策略能力 ……………………… 25
第三節 策略性人力資源管理系統 …………………… 42
第四節 完整性組織精簡觀念與研究架構 …………… 48

第三章 台灣企業之組織精簡情況探索 …………… 51
第一節 組織精簡的動機、策略、績效與精簡後HRM系統 51
第二節 增強企業動態策略能力之HRM措施的具體內容 58

第四章 研究方法 ……………………………………… 61
第一節 操作性定義 ………………………………… 61
第二節 量表發展 …………………………………… 64
第三節 樣本資料之蒐集、整理與分析 …………… 67
第四節 資料分析 …………………………………… 70

第五章 假設驗證與討論 ………………………………… 76
第一節 變項相關分析 ……………………………… 76
第二節 企業特性對各變項的變異數分析 ………… 77
第三節 負責性精簡策略與企業績效間的中介變項分析 80
第四節 分析結果討論 ……………………………… 88
第五節 研究限制 …………………………………… 96

第六章 結論與建議 ……………………………… 99
第一節 結論 …………………………………… 99
第二節 建議 ……………………………………… 102

參考文獻 ……………………………………………… 105

附錄 ………………………………………………… 118
附錄一 策略HRM系統之題項的檢核與修整 …… 118
附錄二 問卷題目適合度評鑑表 ……………… 120
附錄三 問卷評鑑整理 ………………………… 124
附錄四-1 總經理級高階主管問卷 ………………… 129
附錄四-2 人力資源部門主管問卷 ………………… 132
附錄五 負責性組織精簡策略因素分析過程……… 134
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