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博碩士論文 etd-0223121-154119 詳細資訊
Title page for etd-0223121-154119
論文名稱
Title
高績效工作系統與工作績效間關係之研究:人力資本和社會資本的中介效應
The study of the relationship between the perceived High-Performance Work System and Job Performance: the mediating effects of Human Capital and Social Capital
系所名稱
Department
畢業學年期
Year, semester
語文別
Language
學位類別
Degree
頁數
Number of pages
98
研究生
Author
指導教授
Advisor
召集委員
Convenor
口試委員
Advisory Committee
口試日期
Date of Exam
2021-03-14
繳交日期
Date of Submission
2021-03-23
關鍵字
Keywords
工作績效、高績效工作系統、社會資本、人力資本
High-Performance Work System (HPWS), Social capital, Human capital, Job performance
統計
Statistics
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The thesis/dissertation has been browsed 299 times, has been downloaded 0 times.
中文摘要
工作績效是評估個人工作成果的關鍵指標。從職工本人的立場,本研究的目的是檢驗人力資本與社會資本在高績效工作系統與工作績效之間的中介效應。基於現存的文獻回顧及綜述和邏輯上的假設,構成本研究模型框架,本研究探討了數個變項間之相互關係。經由以服務業的立意取樣,包括:餐飲業、酒店業、教育服務、保安服務和銀行服務業等,共收集了104份有效問卷,並使用結構方程模型來驗證這些變項間之關係及強度,進而開發出一個具全面性、綜合視角的圖像來說明變數的中介角色。
傳統上,個人(員工)能力的發展會致使組織具有更好的業績。然而,在本研究的發現中,是社會資本變數而非人力個人資本變數中介了高績效工作系統與工作績效之間的關係。
另外,本研究係針對經由社會網絡方式所積累社會資本之實證研究,此模型發展了一個新觀點及視角,亦即以社會網絡的使用,來評量個人(員工)的社會資本範疇。研究發現除說明了社會網路形塑個人(員工)的社會資本及其影響力之外,在現代管理中納入科技產物運用已成必然趨勢,考量社交網絡的影響及使用亦屬重要議題。
因此,本研究不僅探索了導致個人工作績效的潛在決定因素,進而將高績效工作系統及社會資本理論延伸,使其在一般服務業中能增加個人的工作績效。
Abstract
Performance is a key factor in assessing organizational results and personal achievement. Starting from the individual perspective, this paper’s aim is to examine the relationship between the perceived “High-Performance Work System (HPWS)” and Job performance via two hypothetical mediators. Stemming from the extant literature and adding logical assumptions to form this research model, this study explores the causal relationship among variables. By purposive sampling from service industries including restaurant, hospitality, education service, security service, and banking service industry, in total, 104 questionnaires were validly collected from different industries in Taiwan. A better and sophisticated analysis method which is Structural Equation Modeling (SEM) is used to verify the direction of path and strength of those variable relationships and offer an overall illustration to display the mediator roles.
Traditionally, the development of employees' capacities leads to better performance. However, this study demonstrates that Social Capital significantly mediates the relationship between the individual perception of “High-performance work system” and their Job performance rather than Human capital.
In addition, with the empirical case, this study specifically examines the individual social capital accumulated by the social connection that is the use of the social network. The studying model expresses a perspective to explain that social network shapes the individual social capital and develops its influence. It is an inevitable trend to incorporate the use of technology and also an important topic to ponder the impact and use of the social network in the modern management field.
Thus, this study not only explores the potential determinants of individual job performance but also extends the perspective of HPWS and social capital theory so that it can enhance job performance in the general service industry.
目次 Table of Contents
論文審定書 i
Acknowledgments ii
摘要 iii
Abstract iv
Table of Contents v
List of Tables vii
List of Figures viii
CHAPTER 1. INTRODUCTION 1
1.1 Research Backgrounds and Motivations 1
1.2 Research Purposes 3
CHAPTER 2. LITERATURE REVIEW 6
2.1 Overview 6
2.2 Job Performance 6
2.3 Human Capital 8
2.3.1 Human Capital and Individual Job Performance 10
2.4 Social Capital 11
2.4.1 Individual’s Social Capital, Human Capital and Job Performance 14
2.5 High Performance Work Systems (HPWS) 16
2.5.1 The initial of HPWS 16
2.5.2 The diversity perspectives of HPWS 18
2.5.3 Complementarities and Synergies 24
2.5.4 Framework of HPWS 25
2.5.5 HPWS and Job Performance 27
2.5.6 HPWS and Human Capital 28
2.5.7 HPWS and Social Capital 29
CHAPTER 3. METHODOLOGY 31
3.1 Research design 31
3.2 Sampling 32
3.3 Measurement of constructs 36
3.3.1 Job Performance (JP) 36
3.3.2 Human Capital (HC) 37
3.3.3 Social capital (SC) 37
3.3.4 High Performance Work System (HPWS) 38
3.3.5 Control variables 39
CHAPTER 4. ANALYSIS AND RESULTS 40
4.1 Exploratory Factor Analysis 40
4.2 Reliability and Validity 41
4.3 CFA/ Measurement model analysis 43
4.4 Causal Model analysis 45
4.5 Mediations Model analysis 46
CHAPTER 5. DISCUSSION, CONCLUSION AND IMPLICATIONS 49
5.1 Discussion 49
5.2 Managerial Implication 51
5.3 Limitations of this study 53
5.4 Future Research 55
REFERENCES 56
APPENDIX 77
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