論文摘要
論文名稱：人力資源管理系統、競爭策略與組織績效之研究—兼論本土企業與外資企業之比較
頁數：100
校院系所：國立中山大學人力資源管理研究所
畢業時間及摘要別：八十八學年度第二學期碩士學位論文摘要
研究生：廖純綺
指導教授：陳世哲
論文摘要內容：
二十世紀的時候，成功企業的特徵即需具有豐富的天然資源、充裕的資金、先進的技術與高素質的人力，但到了二十一世紀，科技與人力資源將成為企業成功的主要競爭武器與強國的要素。台灣的人力資源是其成立亞太營運中心的主要條件與優勢。但其企業人力資源管理方式卻鮮少被注意，故本研究欲了解台灣本土與外資企業之人力資源管理的狀況及其對組織績效之影響，探討美、日、歐資企業之人力資源管理系統的差異，與其人力資源價值觀對人力資源管理系統之影響，並進一步探討不同資本型態之人力資源管理與組織績效間是否有正向影響。

本研究透過郵寄問卷的調查方式，共回收有效問卷263份，有效回收率為11.39％，經統計分析後得結果如下：
1. 各資本型態，除了歐美資在「工作系統」上有顯著差異外，其餘在「人力資源流動」、「員工影響」、「報償系統」、「人力資源價值觀」、「競爭策略」與「組織績效」上皆無顯著差異。
2. 美資企業對「員工影響」有負向影響，表在員工影響政策上較傾向「降低成本」的人力資源管理系統，員工參與公司所有權的程度較低。
3. 人力資源價值觀對「工作系統」、「報償系統」有顯著正向影響，表企業高階主管對人力資源越重視，其採行「承諾最大化」的工作系統與報償系統程度越高，使員工有工作自主權且重視員工的薪資報償與績效評估。
4. 人力資源價值觀與競爭策略對「組織績效」有正向影響，即企業高階主管越重視人力資源的管理及組織採取差異化競爭策略的程度越高，組織績效會有較佳的表現。
根據上述之研究結果，本研究對企業的建議為增加對人力資源管理的重視、採用「承諾最大化」之人力資源管理系統、設立獨立的人力資源部門。對後續研究者之建議為增加樣本數與建立不同的樣本選取準則、納入其他內外在之環境變數等。
關鍵字：人力資源價值觀、競爭策略、人力資源管理系統、組織績效

The study of human resource management, competitive strategy and performance: the comparison of indigenous and foreign business in Taiwan
Abstract
_______________________________________________________________________________________________________
In the 20th century, the characteristics of a successful enterprise are having plenty of resources, sufficient capital, advanced technology and high-quality human resources. But in the 21st century, technology and human resources will become the primary competitive factors that lead to the success of a business and will be the elements of a strong country. Taiwan’s human resource is the strength to build the Asia-Pacific Regional Operation Center. But it is paid less attention to the human resources management of Taiwan’s businesses. This study is to find out the differences of the human resources management between the indigenous and foreign corporations in Taiwan, and the impact on the value of HR, competitive strategies and the human resources management system. Furthermore, this thesis studies how these factors above affect the organization performance.

This thesis gathered information for analyzation by mailing questionnaires to the HRM managers or related staffs of the indigenous and foreign businesses in Taiwan. Effective questionnaires sent back are 263 and the effective rate is 11.39%. By using the statistic method, the results of this research indicate that:
1. Besides the capital investment types of European and American have significant difference on “work system”, other types (in Taiwan and Japan) doesn’t show any obvious discrepancies on “HR flow”, “employee influence”, “reward system”, “HR value”, “competitive strategy” and “organization performance”.
2. American-invested businesses have negative impact on “employee influence”, that means they are inclined to use the human resources management system of “cost reducers” on employee influence policy and thus have the lower degree of ownership that participated by employees.
3. HR value has significant positive effects on “work system” and “reward system”, indicating the more the senior executives emphasize on managing human resources, the higher degree to use the “commitment maximizer” of “work system” and “reward system” and the more autonomy for employees, emphasis on employee’s reward system and performance appraisal.
4. HR value and competitive strategy have positive effects on “organization performance”.

Considering the results mentioned above, some suggestions are made for both firms and further researches in this field.

Key words: human resourses, competitive strategy, organization performance.

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…………………………………………………….. .2
第二章、文獻探討……………………………………………... .3
第一節 策略性人力資源管理……...………………………………. .3
第二節 競爭策略……………………………………………………..8
第三節 組織績效…………………………………………………….16
第四節 美、日、歐、台之人力資源管理制度探討……………….21
第三章、研究方法.……………………..……………………….28
第一節 研究架構與假設..…………………………………………...28
第二節 研究變項之定義與問卷設計……………………………….34
第三節 抽樣方法與樣本特性分析………………………………….37
第四節 資料分析方法……………………………………………….40
第五節 量表信度分析……………………………………………….42
第六節 研究限制…………………………………………………….49
第四章、實證分析……….……………………………………...50
第一節 各研究變項之描述性統計分析…………………………….50
第二節 各研究變項之相關分析…………………………………….52
第三節 組織特徵與人力資源管理系統之關聯…………………….54
第四節 組織特徵與人力資源價值觀對人力資源管理系統之影響65
第五節 人力資源管理系統、人力資源價值觀、競爭策略、組織
特徵對組織績效之影響…………………………………….69
第五章、結論與建議……………………………………………80
第一節 結論………………………………………………………….80
第二節 建議………………………………………………………….85

參考文獻…………………………………………………………………..87
附錄…………………………………………………………………………92

表 目 錄
頁次
表2-2-1 策略的定義彙整………………….…………………………….9
表2-2-2 Porter之競爭策略類型與人力資源管理策略的關係..……...14
表2-2-3 承諾最大化與降低成本之人力資源管理系統………………15
表2-3-1 組織績效準據彙整表…………………………………………17
表2-3-2 人力資源管理與組織績效之關係……………………………20
表2-4-1 美日人事管理之比較…………………………………………27
表3-3-1 樣本公司基本資料分析………………………………………39
表3-5-1 人力資源流動量表之信度分析………………………………42
表3-5-2 工作系統量表之信度分析……………………………………43
表3-5-3 員工影響量表之信度分析……………………………………44
表3-5-4 報償系統量表之信度分析……………………………………45
表3-5-5 人力資源價值觀量表之信度分析……………………………46
表3-5-6 競爭策略量表之信度分析……………………………………47
表3-5-7 主觀經營績效量表之信度分析………………………………48
表4-1-1 各構面之平均數與標準差分析………………………………50
表4-1-2 組織績效之平均數與標準差分析……………………………51
表4-2-1 各研究變項之相關分析………………………………………53
表4-3-1 組織特徵與人力資源流動之變異數分析……………………56
表4-3-2 組織特徵與工作系統之變異數分析…………………………57
表4-3-3 組織特徵與員工影響之變異數分析…………………………58
表4-3-4 組織特徵與報償系統之變異數分析…………………………59
表4-3-5 組織特徵與人力資源價值觀之變異數分析…………………60
表4-3-6 組織特徵與競爭策略之變異數分析…………………………61
表4-3-7 組織特徵與組織績效之變異數分析…………………………62
表4-3-8 產業別與人力資源管理系統各研究變項之t檢定………….63
表4-3-9 人力資源管理部門與人力資源管理系統各研究變項之t檢
定…………………………………………………...………….63
表4-3-10 工會與人力資源管理系統各研究變項之t檢定…………….64
表4-3-11 資本型態與人力資源管理系統各研究變項之t檢定.………64
表4-4-1 人力資源價值觀對人力資源管理系統之影響………………67
表4-5-1 組織特徵、人力資源價值觀、競爭策略與整體人力資源管
理系統對組織績效之影響……………………………………71
表4-5-2 人力資源價值觀、競爭策略與人力資源流動對組織績效之
影響……………………………………………………………73
表4-5-3 人力資源價值觀、競爭策略與工作系統對組織績效之
影響……………………………………………………………75
表4-5-4 人力資源價值觀、競爭策略與員工影響對組織績效之
影響……………………………………………………………77
表4-5-5 人力資源價值觀、競爭策略與報償系統對組織績效之
影響……………………………………………………………79
表5-1-1 研究假設驗證結果……………………….…………………....84


圖 目 錄

圖2-1-1 策略性人力資源管理基本架構圖…………………………...5
圖2-2-1 企業內各層次與策略的關係..……………………………...10
圖2-2-2 Porter之競爭策略...………………………………………...11
圖3-1-1 本研究之研究架構………………………………………… 29

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二、中文部份
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陳志遠（民82）。製造策略、產品策略之配合與績效關係之研究—以台灣電子零組件業為例。政治大學企業管理研究所未出版之博士論文。台北：政治大學。
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楊志輝（民83）。策略相關因素、企業文化類型、人力資源管理形態與人力資源管理績效關係之研究。中山大學企業管理研究所未出版之碩士論文。高雄：中山大學。
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