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论文编号：	2002
作者编号：	032999
上传时间：	2009/12/14 9:47:11
中文题目：	人力资本和组织资本对组织绩效之影响研究-以台湾银行业为例
英文题目：	Study of Human Capital and Organization Capital to Influence Organization Performance in Taiwan Banking Industry
指导老师：	张金成教授
中文关键字：	银行业 人力资本 组织资本 组织绩效
英文关键字：	Banking industry Human capital Organizational capital Organizational performance
中文摘要：	工业化时代，企业不外掌握及运用土地、工厂、机器、资金等资本以获取利润，但随着信息科技与经济环境的快速变化，“知识经济”时代的来临，取而代之的是创新程度、人力资本、专业知识等蕴藏在人类头脑里的知识与企业所蓄积的智慧资本无形资产之核心竞争力。Aaker（1989）认为厂商的策略重点应是如何凝聚企业焦点与仔细辨识资源，使其能发展与维护具有意义的资产与能力，而将其导引在迫切的策略行为上。但知识也是一种社会资源，是无法被企业独占的。因此，企业唯有致力于知识的运用，以提升知识的经济价值，并使其成为知识型企业后才能取得领先地位。所以，在知识经济的时代中，“智慧资本”与“人力资源”才是企业最值得投资的，也是最重要的资产，也成为现代企业在经营管理上不可或缺的核心资源，而对于人力资本的蓄积与发展，已成为知识型企业最重要的策略管理议题。 本研究主要目的是为了解银行业员工对人力资本、组织资本和组织绩效内涵的知觉情形,以及对人力资本等三个变量的知觉程度与落实程度间的差距，并探讨人力资本、组织资本与组织绩效间的影响关系，以及组织资本对人力资本与组织绩效关系之中介效果。本研究方法以问卷调查法进行调查，并以台湾金融监督管理委员会（2009）所公布之37家本地银行排名资料，选取排名前20名且分行家数在100家以上的之13家银行作为研究母群体，以随机抽样的方式选取10家银行共20家分行为研究样本，并以其银行员工共510位进行问卷调查之施测，共回收237份问卷，剔除无效问卷后，实得有效样本230份，有效问卷回收率45.1%；统计分析采因素分析、描述性统计分析、t检定、单因子变异数分析、Pearson相关分析与多元回归分析之阶层回归分析法来验证假设。 本研究结论发现,银行员工对人力资本之三项内涵，在重要程度的知觉上，以“主管的领导管理能力”项目最被重视，显示主管管理能力可以影响员工的工作态度、能力以及组织绩效。另外，对于银行员工对人力资本之三项内涵，在落实程度的知觉上，以对“员工特质与行为态度”知觉的落实程度为最高。此结论反应银行产业特性，因银行业分行员工必须经手金钱，或对客户提供理财服务，经手客户账户，因此，银行业特别重视员工的操守、行为态度及品性端正，故银行员工对此构面落实程度为最高，符合实务状况。 在银行员工对组织资本之三项内涵重要程度及落实程度的知觉上，本研究结果以领导流程项目最被重视且落实程度最高。在员工对组织绩效重要程度的知觉上，以“顾客服务”最被重视，且落实程度最高。但银行员工对人力资本、组织资本与组织绩效所知觉的重要程度与落实程度间均具有显著的差异，实证结果是知觉重要，但却不够落实。有关人力资本、组织资本及组织绩效三者间的关系及影响，经研究验证人力资本、组织资本均对组织绩效具有正向之影响效果。同时，组织资本对于对人力资本与组织绩效间之影响关系具有中介效果。亦即人力资本可以透过组织资本提升银行组织绩效。
英文摘要：	In industrialized era, enterprises are not beyond the scope of grasping and using capital such as the land, factory, machine, fund in order to obtain profits, but scientific and technological with the changing fast of economic environment with information, " kownledge economy " Arrival of the times, the substitute is the innovative intensity, key competitiveness of the knowledge that capital of manpower, professional knowledge,etc. contain in the human head and intelligence capital intangible assets which enterprises accumulate. Aaker( 1989) Think the tactics focal point of the manufacturer should be how to condense enterprise's focus with distinguishing resources carefully, enable it, develop and maintain with meaning assets and ability, and his guide at the urgent tactics behavior. But knowledge is a kind of social resource, it is unable to be monopolized by enterprises. So, enterprises are only devoted to the application of knowledge, in order to promote the economic worth of knowledge, make it could make the leading position after becoming knowledge type enterprises. So, in an era of kownledge economy, " capital of intelligence " With " human resources " It was enterprises that most worth being invested in, it was the most important assets too, became the indispensable key resources in management and administration of modern enterprise too, and accumulate to capital of manpower and development, has already become knowledge type enterprise's most important tactics and managed the topic. This dissertation had examined the effects among human capital, orgznizational capital and organizational performance of domestic banks in Taiwan. The main purpose of this study is to understand the perceptions of employees in banking industy to human capital, organizational capital, and organizational performance; the gap between the perceptions and actual execution of the three variables; the relationship between human capital, organizational capital, and organizational performance; the mediating effect of organizational capital on human capital and organizational performance. This dissertation used the questionnaire-survey method, according to the ranking data of 37 domestic banks from Financial Supervisory Commission (2009), rank at 20 and which had more than 100 branches of top 10 ranking banks are examined. A toal of 237 questionnaires are gathered, after deducting invalid questionnaires, the valid sample is 230 questionnaires (the response rate is 45.1%). Statistics analyses adopt factor analysis, description statistics analysis, t-test, one-way ANOVA, Pearson correlation analysis, and multiple hierarchical regression analysis to verify the hopotheses. The conclusion of this study are founded as to the three constructs of human capital, employee of banks most value“the leadership of the supervisor management ability”. The highest degree of banking employee’s perceptions on the execution of three constructs of human capital is the “employee’s characteristic and behavior”. To the three constructions of organizational capital, banking employee most value “the process of leadership”. The highest degree of banking employee’s perceptions on the execution of three constructs of organizational capital is “the process of leadership”. To the four constructs of organizational performance, banking employee most value “customer service”. The highest degree of banking employee’s perceptions on the execution of four constructs of organizational performance is “customer service”. There is significant difference between banking employee’s perception and actual execution. The three constructs of human capital all have positive effect on organizational performance. Most constructs of organizational capital has positive effect on organizational performance. The three execution of human capital all have positive effect on organizational execution. There is mediating effect of the three constructs of organizational capital on the positive relationship between human capital and organizational performance.
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