The Relationship Between Human Resource Management for Managers and Job Engagement in the Service Context

• Main Authors: Jie-Wen Liao, 廖婕雯
• Other Authors: Chih-Hsun Chuang
• Format: Others
• Language: zh-TW
• Published: 2017
• Online Access: http://ndltd.ncl.edu.tw/handle/95708868889627236245

碩士 === 國立中興大學 === 企業管理學系所 === 105 === The field of human resource management has been widely explored in the past. As the emergence of strategic human resource management and high performance work system in recent years, human resource management has been regarded as the key to strengthen an organization’s competitive advantage. Previous studies in the field of human resource management usually focused on the level of staff, however, this study takes the first step to investigate supervisor’s attitude and how the human resources management system influences supervisors to construct job engagement, which further impacts staff collective engagement. In the past time, organizations focused on the method of how supervisors lead the employees, ignoring the way that organizations affected the supervisor''s attitude. Consequently, with a view to making employees achieve organizations’ expectation of job engagement, it is essential to get across the human resource management system designed for supervisors primarily, and we could search for possible factors to identify the problems. We take chain stores in service industry in Taichung city as our objects, distributing two-stage questionnaires filled by managers and staff of our objects, respectively. In addition, we adopt “store” as our analytical level. The final samples are consisted of 137 stores and 661 employees. According to the empirical results of this study, human resource management system developed for the supervisors will make the supervisors feel the organization is willing to give a supportive environment. However, the supportive environment failed by the supervisors’ job engagement. We deem the possible reason to construct collective engagement on staff may be influence from other internal and external environmental factors. Finally, we discuss the managerial implications and probable extensive investigations from this study, with an eye to providing recommendations for enterprises.