The Impact of Executive Managers Human Capital on Business Performance

• Main Authors: PINGTAO.PUTING, 平島部定
• Other Authors: XIE,JIA-XIANG
• Format: Others
• Language: zh-TW
• Published: 2018
• Online Access: http://ndltd.ncl.edu.tw/handle/6329m8

碩士 === 開南大學 === 商學院碩士在職專班 === 106 === his study aims to clarify the impact of high-level executives' human capital on corporate performance and to understand the nature of human capital of senior executives. The study objects are the chairmans or general managers (also known as the senior executive) of all domestic companies. Because these high-level executives are busy to be more difficult to answer questions personally, the questionnaires are filled out by the executives of the managerial level, because they often contact senior executives and have a deeper understanding on them which make the managers answer the questionnaires more reliable. A total of 274 valid questionnaires are collected by convenience sampling. Through empirical analysis, the high-level director's human capital refers to the six constructs of knowledge, skills, experience, ability, reputation, character and integrity, all of which can create better non-financial performance; the skills, experience , ability, character and integrity of senior executives have a significant positive impact on financial performance, but knowledge and reputation have a significant negative impact on financial performance, which is worth pondering. Practical suggestions are provided to management authorities and senior executives. Keywords: High-level Executive Human capital, performance, High-level Executive