高承諾人力資源管理、知覺組織支持、信任與知識分享之關係探討：跨層次的分析

High Commitment HRM, Perceived Organizational Support, Trust, and Knowledge Sharing: A Multiple-Level Analysis

10.6656/MR.2009.28.1.CHI.25

韓志翔(Tzu-Shian Han)；江旭新(Hsu-Hsin Chiang)；楊敦程(Tun-Cheng Yang)

高承諾人力資源管理 ； 知覺組織支持 ； 信任 ； 知識分享 ； High-commitment HRM ； perceived organizational support ； trust ； knowledge sharing

管理評論

28卷1期（2009 / 01 / 01）

25 - 44

繁體中文

在知識經濟時代，知識被視爲企業競爭優勢的重要資源，然而知識分享是否成功，關鍵在於員工有否適當地被激勵，以及是否願意積極主動地參與分享其知識與專業能力。而高承諾人力資源管理乃是一個能影響員工的承諾及動機的策略，因此企業可以採取此策略使員工知覺組織支持，產生信任，進而分享關鍵知識。然而單一層次研究會造成CMV偏誤，因此本研究以跨層次的分析方法(HLM)，探討高承諾人力資源管理如何影響知覺組織支持、信任與知識分享。以台灣金融機構的主管與及所屬員工爲研究對象，從27家公司回收主管問卷177份及員工問卷926份。個體層次的分析結果發現，知覺組織支持與信任呈正向相關，知覺組織支持、信任與知識分享呈正向相關，信任部分中介知覺組織支持與知識分享之關係；跨層次的分析結果發現，高承諾人力資源管理與知覺組織支持呈正向相關。

Prior research on knowledge sharing has focused on individual-level, team-level or organizational-level analyses. High-commitment HRM is regarded as a commitment-based strategy which may foster employee motivation that contributes to knowledge sharing. A multiple-level analysis was adopted to investigate relationships among high-commitment HRM, perceived organizational support, trust, and knowledge sharing. Samples collected by this study obtained from 27 financial institutes in Taiwan, including 177 supervisors and 926 subordinates. Individual-level results showed that positive relationships existed in relations between perceived organizational support, trust, and knowledge sharing. Trust partially mediated the relationship between perceived organizational support and knowledge sharing. Cross-level results represented that high-commitment HRM was positively associated with perceived organizational support.

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