近年來，在國際化、自由化及大陸競爭下，許多企業為強化競爭優勢，經營思潮紛紛轉向追求卓越與提昇品質，產業升級帶動各行各業對高品質人力的需求，以至對於人力的管理更形複雜，顯而易見的，人力資源已成為知識經濟時代企業經營的核心。當組織的人力資源管理措施適當實施時，不僅能提昇員工的技能水準，更能激勵員工產生貢獻（Huselid，1995）。為求了解美髮服務業的人力資源措施施行概況，能否透過技能與承諾的提升進而締造高績效，故本文針對此概念進行分析與探究，意欲了解其間相關程度。
研究變數資料的取得分為前測及正式問卷兩階段，採便利取樣，由人員親送與郵寄問卷之方式，以台灣北、中、南區加入公會並擁有設計師或準師三人以上規模的美髮沙龍之設計師與準師為研究對象，共送出500 份問卷（分屬160家），回卷有效樣本數為307 份，有效回卷率61.4%。問卷資料經由初步統計分析歸納運算出各變數值，並以敘述性統計、Pearson 相關分析及SEM 驗證關係模式，探討各變數間的關係。
經由實證調查與統計分析後得到結論如下：
一、在美髮設計師知覺公司人力資源措施方面，以僱用保障的滿意
度最高，其次依序是降低位階差異、訓練、招募甄選、最後是
薪資福利項目。
二、人力資源管理措施對於組織承諾與工作技能的提昇有顯著的正
向影響，且對組織承諾的影響大於工作技能。
三、組織承諾對於離職傾向有顯著的負向影響，即能降低離職傾
向。
四、工作技能對於工作績效有顯著的正向影響。
五、人力資源管理措施需透過工作技能的中介效果才能有效增進工
作績效。
六、人力資源管理措施對於員工的離職傾向呈顯著的負向影響，且
大於組織承諾的中介效果。

Abstract

The 21st century globalization and liberalization pose distinctive human resource management challenges to businesses especially those operating across national boundaries as multinational or global enterprises (Huselid, 1995). According to Huselid (1995), strategic human resource management primary should be emphasized to ensure that managers and employees are adjusting and accepting their organizational human resource practices in their daily work, thus, the human resource management practices appear to be more essential.
The study attempted to gain a better understanding of the human resource management practices in hairdressing salon service industry in Taiwan by analyzing the relationships between employee’s technical skill and organizational commitment on work performance. The data was collected by the researcher using mailing and delivering questionnaires. The sample size included 500 hair stylists from north, central, and south of Taiwan. There were 307 questionnaires and the return rate was 61.4%. The data was analyzed by descriptive statistics, Pearson correction analysis, and Structure equation modeling.
The results of this study were as follows:
1. The perception of hair stylists on the human resource management practices showed high in employment security, then in decrease status distinction, training, contingent and compensation.
2. The organizational commitment and technical ability showed positive corrections on human resource system. In addition, the influence on the organizational commitment is greater than on the technical ability.
3. There was a negative relationship between organizational commitment and turnover intention.
4. There was a positive relationship between technical skill and work performance.
5. The work performance could be improved by using the intermediary result of technical ability from the human resource management practices.
6. There was a negative relationship between turnover intention and human resource management practices.

目錄
第一章 緒論…………………………………………………… 1
第一節 研究背景與動機……………………………………… 1
第二節 研究目的……………………………………………… 5
第三節 研究範圍……………………………………………… 6
第四節 研究流程……………………………………………… 7
第二章 文獻探討……………………………………………… 9
第一節 美髮服務業之變遷…………………………………… 9
第二節 美髮服務業人力資源管理措施……………………… 12
第三節 工作技能……………………………………………… 23
第四節 組織承諾……………………………………………… 29
第五節 工作績效……………………………………………… 34
第六節 離職傾向……………………………………………… 39
第七節 高績效人管措施、員工技能、組織承諾與工作績效
、離職傾向之關聯性…………………………………47
第八節 組織承諾與工作技能的中介效果…………………… 50
第三章 研究方法……………………………………………… 53
第一節 研究架構與研究假設………………………………… 53
第二節 變數之操作型定義與衡量…………………………… 56
第三節 抽樣方法……………………………………………… 64
第四節 資料分析方法………………………………………… 67
第四章 實證分析……………………………………………… 80
第一節 樣本分析……………………………………………… 81
第二節 樣本分佈情形………………………………………… 82
第三節 各研究構面因素分析及信度檢定…………………… 85
第四節 敘述統計……………………………………………… 93
第五節 相關分析……………………………………………… 97
第六節 驗證關係模式………………………………………… 99
第七節 研究假設檢定結果整理……………………………… 110
第五章 結論與建議…………………………………………… 111
第一節 研究結果與討論……………………………………… 111
第二節 研究貢獻與研究限制………………………………… 115
第三節 研究建議……………………………………………… 116
參考文獻 ………………………………………………………… 131
附錄A …………………………………………………………… 143
附錄B研究問卷…………………………………………………… 151

表目錄
表2-1 人力資源管理措施彙整表…………………………… 14
表2-2 美髮從業人員的教育訓練…………………………… 18
表2-3 設計師技術鑑定考試項目…………………………… 27
表2-4 員工績效評估定義一覽表…………………………… 35
表2-5 工作績效評估內容一覽表…………………………… 37
表2-6 離職傾向之定義……………………………………… 41
表3-1 人力資源管理措施構面之操作性定義……………… 56
表3-2 工作技能構面之操作性定義………………………… 68
表3-3 組織承諾構面之操作性定義………………………… 59
表3-4 工作績效構面之操作性定義………………………… 60
表3-5 離職傾向構面之操作性定義………………………… 61
表3-6 各構面之衡量變數與衡量方式……………………… 61
表3-7 抽樣回收之北、中、南美髮店家數量之分布……. 64
表3-8 相關係數判定準則…………………………………… 68
表3-9 AMOS分析的符號概念表……………………………… 71
表3-10 各學者對參數估計的樣本數適用性………………… 76
表3-11 各種契合度指數的比較……………………………… 78
表4-1 個人基本資料-1……………………………………… 83
表4-2 個人基本資料-2……………………………………… 84
表4-3 「HPWS人力資源管理措施量表」因素分析………… 87
表4-4 工作技能量表––因素分析………………………… 88
表4-5 組織承諾––因素分析……………………………… 88
表4-6 離職傾向––因素分析……………………………… 89
表4-7 人力資源管理措施量表––信度分析……………… 90
表4-8 工作技能––量表信度分析………………………… 90
表4-9 組織承諾––量表信度分析………………………… 91
表4-10 離職傾向––量表信度分析………………………… 91
表4-11 兩階段各構面之信度Cronbach’s α係數………… 92
表4-12 人力資源管理措施構面之敘述統計量……………… 94
表4-13 技能構面之敘述統計量……………………………… 95
表4-14 組織承諾構面之敘述統計量………………………… 96
表4-15 工作績效構面之敘述統計量………………………… 96
表4-16 離職傾向構面之敘述統計量………………………… 96
表4-17 高績效HR 措施、組織承諾、工作技能與工作產出
之相關分析…………………………………………… 98
表4-18 離職傾向總效果實證模式之參數估計與檢定……… 104
表4-19 離職傾向間接效果…………………………………… 106
表4-20 離職傾向總效果……………………………………… 106
表4-21 工作績效總效果模式之參數估計與檢定…………… 107
表4-22 工作績效間接效果…………………………………… 109
表4-23 工作績效總效果……………………………………… 109
表4-24 研究假設檢定結果彙整……………………………… 110

圖目錄
圖1.1 研究流程……………………………………………… 8
圖2.1 訓練評估程序………………………………………… 20
圖2.2 Steers 的組織承諾模式…………………………… 31
圖2.3 Mowday, Porter, & Steer的組織承諾模式……… 32
圖2.4 Mathieu ＆ Zajac 的組織承諾模式……………… 32
圖2.5 離職行為的分類……………………………………… 40
圖2.6 Mobley 員工離職決策過程模式………………………43
圖2.7 員工退縮決策過程模式……………………………… 44
圖2.8 Lucas, Atwood, & Hagaman 預期五階段理論模式.45
圖3.1 研究及統計方法架構圖……………………………… 53
圖3.2 抽樣程序……………………………………………… 65
圖3.3 資料收集及分析程序………………………………… 66
圖3.4 結構方程式之程序…………………………………… 73
圖3.5 「美髮服務業員工知覺HR措施對工作產出之影響-探討
員工技能與組織承諾的中介效果」因果關係路徑圖. 74
圖4.1 資料分析流程圖……………………………………… 80
圖4.2 美髮服務業員工知覺高績效HR措施對工作產出影響
理論概念模式………………………………………… 100
圖4.3 美髮服務業員工知覺HR措施對工作績效影響結構方程模
式……………………………………………………… 102
圖4.4 美髮服務業員工知覺HR措施對離職傾向影響結構
方程模式……………………………………………… 103
圖4.5 離職傾向實證模式路徑圖…………………………… 105
圖4.6 工作績效實證模式路徑圖…………………………… 108

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二、英文部分

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