Impacts of Human Resource Practices on Organizational Performance: Perspectives of Taiwanese and Chinese High-Tech Companies

• Main Authors: Ya-Fen Tseng, 曾雅芬
• Other Authors: Tzai-Zang Lee
• Format: Others
• Language: en_US
• Published: 2008
• Online Access: http://ndltd.ncl.edu.tw/handle/71055747928813643424

博士 === 國立成功大學 === 工業與資訊管理學系碩博士班 === 97 === The importance ranking for the impact of items (sub-factors) of an independent variable on a dependent variable has recently attracted attention in human resource management. Human resource practices have been seen as substantially impacting organizational performance. Using the case of 129 high tech firms in Taiwan and 112 firms in China, this study adopted the data envelopment analysis (DEA) and the analytical hierarchical process (AHP) technique to derive the importance rankings for items of human resource practice and organizational performance. Culture types were used to disclose differences in rankings. Research findings indicated that: (1) AHP/DEA is successfully used to derive importance rankings of items of human resource practices to organizational performance; (2) participation is the most important item in human resource practices and employee relations in organizational performance for both the Taiwanese and Chinese samples in all types of culture; (3) employee relations in organizational performance is the less important item for both the Taiwanese and Chinese samples in common culture than in others; (4) motivation is the least important item in human resource practices for the development culture type, as is hiring for the common and stratum culture type, and compensation for the rational culture type in both the Taiwanese and Chinese samples; (5) hiring is the most important item in human resource practices for development culture as is motivation for rational culture in both the Taiwanese and Chinese samples; (6) innovation is the most important item in organizational performance for common culture, as are employee performance, productivity, and perceived market performance for rational culture in both the Taiwanese and Chinese samples.