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[[alternative]]The Effects of Human Resource Manager Roles on Performance Indicators of Human Resources Function: The Moderator of Affective Trust

By [[author]]紀乃文, [[author]]Nai-Wen Chi and 紀乃文

Abstract

碩士人力資源管理研究所[[abstract]]隨著外在經營環境的變遷,究竟人力資源主管的何種角色對企業經營有正面幫助?人力資源主管角色之扮演是否隨著不同個人及組織變項而產生影響?是我們想探究的;而在華人社會當中,「關係」是相當重要的一個概念,又「關係」的建立與「情感性信任」內涵相近,因此本研究將以情感型信任探討高階主管與人力資源主管之關係是否對人力資源主管角色扮演與人力資源部門績效指標的重視程度產生干擾作用。 本研究以問卷調查法進行調查,自2003年「天下1000大製造業」特刊前500大廠商選取250間廠商之人力資源部門主管為填答對象,實得有效樣本137份,有效問卷回收率為55 %;統計分析採因素分析、集群分析、多變量變異數分析與階層迴歸分析。 本研究之結果發現:1.人力資源主管角色可分為三個集群,且人力資源主管之個人變項與組織變項對其角色扮演有顯著差異;2.人力資源部門績效指標亦可分為三個集群,且重視程度因組織變項不同而有顯著差異;3.人力資源主管角色與人力資源部門績效指標間有正向關係;4.高階主管情感型信任過高,反會減弱策略夥伴、變革推手角色對策略績效指標的正向影響。 針對本研究之研究結果,提出建議如下:企業應視本身策略性或變革之需求,聘用資深人力資源主管或提升人力資源主管層級;人力資源主管應視其服務之產業別的不同,扮演不同之角色;而企業也應視人力資源主管之角色,選擇相對應之人力資源部門績效指標加以衡量;最後,人力資源主管扮演策略夥伴或變革推手角色時,企業高階主管對人力資源主管應避免情感型之信任關係。[[abstract]]Facing the coming of knowledge-based economy and the change of outside environment, talented human resources are key competitive advantages of enterprises. Therefore, if human resource managers can play their roles capably will influence the performance of human resource function directly. In order to obtain empirical data, the subjects involving in this study were human resource managers in 2003 “Top 1000 manufacture company in Taiwan” by Commonwealth Magazine. The samples were selected by the random sampling method. 250 questionnaires were sent randomly, and then 137 questionnaires were responded. The valid responded rate was 55%. The conclusions of this study were stated as follows: 1.The human resource manager roles can be separated into three clusters and different demographic variables of human resource managers have significance on their roles; 2.The performance indicators of human resources function can be separated into three clusters and the different organizational characteristic has significance; 3.The relationship of human resource manager roles and performance indicators of human resources function was relative; 4.High affective trust would moderate the relationship between human resource manager roles and performance indicators of human resources function. The recommendations suggested from this study were listed as follows: 1. When facing the needs of organization change and strategic management, the company should hire the experienced human resource managers and the human resource manager should be promoted to the higher level; 2.The human resource managers in high technology industry should focus on all human resources functions, the human resource managers in traditional technology industry should try to improve the efficiency of human resource practices; 3.The companies should choose the right performance indicators of human resources function that fit the roles of the human resource manager; 4. When the human resource managers playing the strategic partner and the change agent role, the higher executives should not build the relationship with human resource managers based on affective trust

Topics: 人力資源主管角色;人力資源主管;人力資源部門績效指標;情感型信任, Human resource manager role Human resource manager Trust Performance indicators of human resources function, [[classification]]20
Year: 2010
OAI identifier: oai:localhost:987654321/284
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