A Study of Relationships between Human Resource Outsourcing and Organizational Performance ─ social capital as a mediator

• Main Authors: Heng Ti Chien, 簡亨棣
• Other Authors: Melody. L. Y. Wen
• Format: Others
• Language: zh-TW
• Published: 2010
• Online Access: http://ndltd.ncl.edu.tw/handle/95651582914985093583

碩士 === 國立新竹教育大學 === 職業繼續教育研究所 === 98 === In response to internal and external environment trends in human resources, this study was to explore the human resources outsourcing, organizational performance and social capital of the content and current status, and analysis of different demographic variables on the staff of human resources outsourcing and organizational performance were also investigated. this study were to examine the relationship between human resource outsourcing and organizational performance, and social capital mediating effect of electronics and information industry in Taiwan. The research subjects were the Taiwan's electronics and information industry and the research method was survey questionnaire. There were 600 questionnaires were sent out, 107 valid returned, with a 17.8% valid return rate. The data were collected and analyzed by using descriptive statistics analysis, t-test, one-way ANOVA, Pearson correlation, multiple stepwise regressions and hierarchical moderator regression. . According to the findings, the conclusions were summarized as follows： 1.The staff perceived the “human resource outsourcing” was high, and the highest dimensions were “human resource information system” and “made of human resource management” dimensions. 2.The staff perceived the most importance of "Social capital" was “relation” dimension, and “technical” dimension of the maximum personal development of "organizational performance". 3.The longer number of years of organization establishment, the more number of HR department employees perceived human resource outsourcing more important. 4.The semiconductor industry, the longer years of establishment, more HR department employees, or outsourcing contracts of organizations that had the higher organizational performance. 5.“Human resource information systems” outsourcing could enhance the "structure" of social capital. 6.The development of organizational employees’ friendship had negative impact on organizational performance. 7.To increase the degree of human resource outsourcing, organizational performance was better. 8.The higher level of human resource outsourcing was, the higher social capital was within the organization. 9.An organization had the higher social capital, and the higher the organizational performance was. 10.The higher "structure" or "cognitive" dimensions of organizational social capital, and it would strengthen the human resource outsourcing impacting on organizational performance.