今日，服務業之GDP 以趨近先進國家，表示台灣的產業結構正在改變，未來服務業將佔有舉足輕重的地位。但因服務業的特性與製造業不同，其人力資源管理方式應不同。
本研究架構為衡量服務業「人力資源管理措施」對「組織績效」之影響，並以服務業之「競爭策略」作為權變變數，探討其與「人力資源管理措施」之配適（fit）程度對「組織績效」的影響。
本研究藉由歸納整理國外學者對服務業「人力資源管理措施」與「服務業競爭策略」之研究，據此編列問卷，進行探索性實證研究，本研究採郵寄問卷的方式，以台灣服務業中具競爭優勢廠商為研究對象，共寄280 份問卷，回收80 份，有效回卷率為29%。問卷資料經由初步統計分析歸納運算出各變數值，接著，分別運用層級迴歸分析以及ANOVA 分析探討各變數間的關係。
本研究實證調查結果，得到以下之研究發現：
一、服務性企業採用的人力資源管理措施有七個構面：（1）工作團隊的運用；(2)運用科技協助工作；（3）重視員工工作保障；（4）多元績效評核；（5）重視員工專業的甄選；（6）重視教育訓練；（7）績效導向的激勵制度。
二、人力資源管理措施與組織績效兩者間具有正向關係與影響。
三、不同的競爭策略，其人力資源管理措施也會有所不同。
四、競爭策略與人力資源管理措施適配（fit）程度對組織績效有顯著影響。
本研究主要的貢獻在於－嘗試採用策略性人力資源管理兩大觀點─一般觀點（universalistic perspective）與情境觀點（contingency perspective），探索服務業人力資源管理與組織績效間的關係，結果找出服務業之核心人力資源管理措施及因應企業競爭策略而需做調整的人力資源管理措施。

Now, private and public service industries accounted for 68%GDP. It's almost the same as developed countries. Further, the service industries will be more and more
important in Taiwan. Because, a service marketing and management filed has evolved that views the management of service firms differently from the management of manufacturing firms, the HRM of service industries is also different from that of manufacturing firms.
In this article, I propose that “HR practices” would yield increased“organization performance",and get increased “organization performance”through the fit of
“corporate strategy”.
In this article, the questionnaires were summarized the studies about HRM practice and corporate strategies in the service. Then, I implemented the empirical survey. The sample were the service firms that having sustainable competitive advantage. The survey had a response rate of 29 per cent, with a useable sample of 80 establishments. I examine the data using hierarchical regression, ANOVA analysis.
In the article, the empirical survey shows that:
1. HR practices in service firms are of seven factors: (1) self-directed team operation (2) To use technologies or software to support employees's tasks. (3) To value employee security (4) multiple and elaborate assessment policy (5) the selection of preferring the candidates that having high skills and knowledge. (6) To value the
training, coaching and mentoring. (7) The incentive policies depend on the performance.
2. There is a positive relationships and effect between HR practices and organization performance.
3. Differences of human resource management practices due to the differences of organization performance.
4. The corporate strategy has the moderating effects on the relationship between human resource management practices and organization performance.
The main contribution of this article is that I try to discover the relationship between HR practices and organization performance through the two perspectives:
universalistic perspective and contingency perspective. I find out the core HR practices and the HR practices that fit the corporate strategy.

第一章 緒論.................................................................................................................1
第一節 研究背景與動機..........................................................................................1
第二節 研究問題與目的..........................................................................................4
第三節 研究流程......................................................................................................5
第二章 文獻回顧.........................................................................................................7
第一節 服務業的定義、特性與分類......................................................................7
第二節 服務性企業持續競爭優勢........................................................................15
第三節 服務業競爭策略........................................................................................22
第四節 服務業策略性人力資源管理....................................................................32
第五節 組織績效....................................................................................................46
第三章 研究方法.......................................................................................................48
第一節 研究架構....................................................................................................48
第二節 研究變數之操作性定義與衡量工具........................................................49
第三節 量表構面建立與信度分析........................................................................52
第四節 資料蒐集方法與樣本特性分析................................................................55
第五節 研究假設....................................................................................................58
第六節 資料分析方法............................................................................................59
第四章 實證資料分析與討論...................................................................................61
第一節 樣本資料與研究變項之次數分配............................................................61
II
第二節 人力資源管理措施對組織績效之相關性與影響性分析........................63
第三節 競爭策略與人力資源管理措施之差異分析............................................67
第四節 人力資源管理措施與競爭策略適配關係對組織績效之影響性分析....68
第五節 檢定結果....................................................................................................79
第五章 結論與建議...................................................................................................80
第一節 研究結論....................................................................................................80
第二節 研究建議....................................................................................................85
第三節 研究限制....................................................................................................87
參考文獻.....................................................................................................................88
附錄..............................................................................................................................96

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