事業策略、人力資源管理策略與組織績效關係之探討

The Effects of Business Strategy and HRM Strategy on Organizational Performance

10.6147/JHRM.2005.0502.01

王湧水(Yung-Shui Wang)；黃同圳(Tung-Chun Huang)；呂傳吉(Chuan-Chi Lu)

事業策略 ； 人力資源管理策略 ； 組織績效 ； Business strategy ； HRM strategy ； Organizational performance

人力資源管理學報

5卷2期（2005 / 06 / 01）

1 - 18

繁體中文

本研究以國內汽車零組件業為對象，探討事業策略、人力資源管理策略與組織績效之關係。研究結果顯示，事業策略、及事業策略配適人力管理策略對組織績效具有顯著差異影響，其中反應者策略在營運績效指標表現較差，分析者策略則在員工效能指標表現較佳；而契合策略則較不契合策略有較佳的組織績效表現。至於人力資源管理策略，研究顯示對組織績效不具獨立影響效果。本研究結果除了驗證大部分理論預期外，也提供國內汽車零組件業作為因應日趨激烈國際競爭環境之策略選擇的參考。

The aim of this paper is to examine the effects of business strategy and human resource management (HRM) strategy on organizational performance by investigating auto-parts manufacturing firms in Taiwan. The results indicate that business strategy and the linkage between business strategy and HRM strategy have significant effects on organizational performance. Firms adopt reactor strategy have significantly lower performance than others. On the other hand, firms with analysis strategy share significantly higher employee efficiency. In addition, firms with fit business and HRM strategy have significant higher performance than that without. However, findings in this study show that HRM strategy has no independent effect on firm performance. The management implications for Taiwanese auto-parts manufacturers are also discussed.

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