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題名 Toward a Model of Organizational Human Capital Development: Preliminary Evidence from Taiwan
作者 Hsu I.C.;林月雲; Lawler J.J.; Wu S.H.
關鍵詞 Human capital; high performance work systems; firm performance; exploratory study
日期 2007
上傳時間 25-十一月-2008 10:40:59 (UTC+8)
摘要 This article seeks to explore the black box mediating between human resource management practices and firm performance. It is hypothesized that high performance work systems develop organizational human capital, which in turn, positively affect firm performance. Two organizational antecedents are also hypothesized to lead to the implementation of high performance work systems. They are a top management value that sees human resources and human resource management practices as major sources of competitive advantage, and organizational strategy that seeks to differentiate by product or service innovation. These hypotheses were tested by analysing questionnaires from 62 human resource managers and 206 engineers in 77 information technology companies. Research findings suggest that organizational human capital (employee competencies and commitment) mediates the relationship between high performance work systems and firm performance. Top management human resource values and organizational strategy have a joint effect on the implementation of high performance work systems. This study is exploratory and findings are not conclusive. The implications and limitations of this study are discussed.
關聯 Asia Pacific Business Review, 13(2), 251-275
資料類型 article
DOI http://dx.doi.org/10.1080/13602380701233547
dc.creator (作者) Hsu I.C.;林月雲; Lawler J.J.; Wu S.H.en_US
dc.date (日期) 2007en_US
dc.date.accessioned 25-十一月-2008 10:40:59 (UTC+8)-
dc.date.available 25-十一月-2008 10:40:59 (UTC+8)-
dc.date.issued (上傳時間) 25-十一月-2008 10:40:59 (UTC+8)-
dc.identifier.uri (URI) https://nccur.lib.nccu.edu.tw/handle/140.119/10253-
dc.description.abstract (摘要) This article seeks to explore the black box mediating between human resource management practices and firm performance. It is hypothesized that high performance work systems develop organizational human capital, which in turn, positively affect firm performance. Two organizational antecedents are also hypothesized to lead to the implementation of high performance work systems. They are a top management value that sees human resources and human resource management practices as major sources of competitive advantage, and organizational strategy that seeks to differentiate by product or service innovation. These hypotheses were tested by analysing questionnaires from 62 human resource managers and 206 engineers in 77 information technology companies. Research findings suggest that organizational human capital (employee competencies and commitment) mediates the relationship between high performance work systems and firm performance. Top management human resource values and organizational strategy have a joint effect on the implementation of high performance work systems. This study is exploratory and findings are not conclusive. The implications and limitations of this study are discussed.-
dc.format application/en_US
dc.language enen_US
dc.language en-USen_US
dc.language.iso en_US-
dc.relation (關聯) Asia Pacific Business Review, 13(2), 251-275en_US
dc.subject (關鍵詞) Human capital; high performance work systems; firm performance; exploratory study-
dc.title (題名) Toward a Model of Organizational Human Capital Development: Preliminary Evidence from Taiwanen_US
dc.type (資料類型) articleen
dc.identifier.doi (DOI) 10.1080/13602380701233547en_US
dc.doi.uri (DOI) http://dx.doi.org/10.1080/13602380701233547en_US