| Summary: | 碩士 === 國立臺灣科技大學 === 企業管理系 === 91 === Based on the HRM best practices perspective, this study examined the relationships among HRM, human capital, and organizational performance. After reviewing the relevant literature, the effective management practices of human capital were concluded, and they consist of selective staffing, comprehensive training, developmental performance appraisal, incentive compensation system, and broad work system.
Human capital was divided into several dimensions, including knowledge, skill, knowledge-transmiting, creativity, and attitude, to describe the stock of human capital in an organization. And also do research into the relationship between human capital and organizational performance.
Results showed the human resource management system with human investment abilities, called human-capital developing system, has positive effect on human capital. There is also a positive relationship between human capital and organizational performance. The more an organization has human capital, the better an organization performs. Through the SEM analysis, it was founded the relationship between HRM and organization performance was mediated by human capital.
Furthermore, several HRM practices, especially comprehensive training, broad work system, and selective staffing, can improve the development of human capital. However, developmental performance appraisal and incentive compensation system have no significant effects on human capital. Besides, "creativity", "professional knowledge and skill", and "attitude", presenting the three dimensions of human capital, are mainly effected by the first three HRM practices.
Finally, organizations executing human-capital developing system have more excellent human capital and performance than those executing cost-reduction system do. If an organization were to implement the advised HRM practices, it would manage its human capital effectively and then achieve the goals.
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