The Effect of Human Resource Management Strategy and Management Development on Organizational Performance

• Main Authors: Tsai Chia-Ju, 蔡嘉如
• Other Authors: Dan-Shang Wang
• Format: Others
• Language: zh-TW
• Published: 2007
• Online Access: http://ndltd.ncl.edu.tw/handle/79626461123638466281

碩士 === 國立彰化師範大學 === 人力資源管理研究所 === 95 === The main purpose of this study is to examine the influences of human resource management strategy, management development category on organizational performance. The organization which has good human capital has become the main component of competitive advantage. Therefore, understanding how human resource management affects the organizational performance has become an important issue. Furthermore, recently more companies have awarded the importance of manager developing. Some researchers have been discussed management development (MD) activities, but less empirical research discussed how different MD activities affect organizational performance, so according to the literatures review, we have the following four main purposes: (1) Survey the HRM strategies and MD activities in Taiwan manufacturing companies. (2) Know the effect of HRM strategy on organizational performance. (3) Understand the effect of HRM strategy on MD activities. (4) Know the effect of MD activities on organizational performance. (5) Discuss what roles MD activities would play between HRM strategy and organizational performance. For achieving the above research goal, we sent questionnaires to 300 large manufacturing companies and 300 small and medium-sized firms in Taiwan. The subjects were the managers of the manufactures companies. Totally, 176 valid questionnaires of large companies and 161 valid questionnaires of small and medium-sized firms had returned respectively. Adopted descriptive statistics, cluster analysis, three-category logistic multiple regression and hierarchical multiple regression analysis, we found: (1) Companies take the “accumulator” HRM strategy would have the better organizational performance than the “facilitator” HRM strategy and “utilizer” HRM strategy. (2) Companies with the “accumulator” HRM strategy would have the higher rate to become the “integrated” MD, compared with firms take the HRM strategy with “utilizer”. (3) Companies take the “facilitator” HRM strategy would also have the higher rate to become the “integrated” MD, compared with firms take the HRM strategy with “utilizer”. (4) Companies take “integrated” MD would have the better organizational performance than firms with “reactive” MD and “sporadic” MD. (5) Large manufacturing companies have the better organizational performance than the small and medium-sized firms. 6) The “integrated” MD has played the partial mediator effects between the “accumulator” HRM strategy and organizational performance. The four major recommendations of this study are: (1) Companies should make utilize the effective human resource management to increase the organizational performance. (2) Align the human resource management strategy with the suitable management development activities. (3) Integrated all management development activities and management development strategies to improve managers’ knowledge, skill and management capability. (4) Adopt the “accumulator” HRM strategy with “integrated” MD to improve the organizational performance.