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论文编号：	2064
作者编号：	2004009
上传时间：	2010/4/14 16:29:48
中文题目：	企业人力资源管理柔性的动因与效能研究
英文题目：	human resource management flexibility, functional flexibility
指导老师：	李新建
中文关键字：	人力资源管理柔性，功能柔性，数量柔性，动因，效能
英文关键字：	human resource management flexibility, functional flexibility
中文摘要：	在复杂多变的经营环境下，随着经济全球化和市场竞争的日益激烈，快速适应环境变化的能力已成为全球企业生存的必要条件之一。因此，组织柔性变得愈益重要，而人力资源管理柔性作为组织柔性的一个子系统，在其中更是发挥着重要的作用，此议题引起了学术界和实践领域的重视。 在现有文献中，有关人力资源柔性的研究主要有两大学派：理论学派和实践学派。本文指出，理论学派关注组织的核心员工，主要探讨成为组织竞争优势来源的（核心）人力资源所应具有的柔性表现组合，包括技能柔性、行为柔性和人力资源实践柔性；而实践学派则从实现途径或来源方面阐释人力资源柔性的获取组合，包括数量柔性、功能柔性、薪资柔性和距离柔性。本文在实践学派的发起人Atkinson(1984)提出的柔性公司模型的基础上，将人力资源柔性定位于过程实现层面，即人力资源的柔性化动态管理过程，称之为人力资源管理柔性，并做出数量柔性和功能柔性的二维界定，探讨其在我国背景下实施的主要动因和效能。 在文献梳理的基础上，本文将数量柔性界定为：在面临需求波动时，企业借助各种非典型性雇佣形式可调整劳动力规模的自由程度。其中，非典型性雇佣包括直接雇佣、间接雇佣和共同雇佣三种模式。这些非典型性雇佣的目的和人员素质是不同的；功能柔性为企业对内部核心人力资源实施的旨在促进其技能增加及价值实现的人力资源开发系统，包括技能多样性开发、动机开发和机会开发三个方面，其实质是通过核心员工在执行某一范围的工作或任务时技能的可移动性(mobility)、适应性(adaptability)和多样性(versatility)，以快速回应工作任务需求的改变。 本文对驱动和影响数量柔性和功能柔性实施的因素进行了理论分析和实证研究。理论部分主要探讨了社会环境、组织特征和岗位技能要求特点三大类因素中不同子因素分别对数量柔性和功能柔性的影响机制和作用方向等；实证部分则从相关文献中选择了102个因素，细分为同时对数量柔性和功能柔性产生影响的社会环境、组织特征、岗位/任务特点、员工个体特点、企业原因/动机五类共同因素和分别单独驱动数量柔性和功能柔性实施的动机/原因性因素，运用德尔菲法对这些因素进行主观判断筛选。其中，德尔菲专家小组成员由26人组成，包括14名研究人员和12名资深从业者，经过两轮德尔菲反馈，分别得出了数量柔性和功能柔性实施的主要驱动因素。 通过文献探讨，本文指出，现有相关人力资源管理柔性效能的评价存在不足，主要表现为战略人力资源管理研究中主要考察对组织财务绩效的影响，而雇佣关系研究中主要关注员工个体心理变化。因此，本文从组织的视角对数量柔性和功能柔性的效能评价进行了基于平衡记分卡的指标体系设计，包括四个维度：企业经营战略柔性、财务贡献、产出水平和员工素质提高。在实证研究中，财务贡献维度包括人事成本降低和企业盈利水平提高两个子维度指标，分别处于经营过程和经营结果两个不同的层次；员工素质提高包括人力资本增加和员工满意度提高两个子维度。功能柔性的测量通过探索性因子分析，得出三个因子，分别将之命名为教育培训多样性、工作自主性和工作学习多样性；数量柔性以租赁员工（在我国称为第三方劳务）和临时工为例，将两种非正规化雇佣人员占企业所有正式员工的比例作为测量指标。本部分实证研究主要采用问卷调查法，在山东省内采取方便抽样，将样本标准确定为正式员工人数不低于50人的企业，共获得有效样本57家企业，问卷信息资料由人力资源主管提供，资料分析采用层次回归法。 本文的主要研究结论如下： 1．数量柔性和功能柔性各自的主要实施动因是不同的。其中，数量柔性更多的是受外部环境，特别是劳动法律法规等政策性因素的约束；岗位/任务特点因素居于第二位；居于第三位的是组织特征因素，主要包括经营战略类型、组织结构变革、人力需求的不稳定和人事成本支出比例等；数量柔性的实施动机主要是降低人事成本和满足变动的人力需求。 岗位技能特点对功能柔性实施的驱动影响最大，与数量柔性相比，岗位技能的专用性、重要性和复杂性程度，而非技能的使用频率和任务完成时间的紧迫性，是主要的影响子要素；其次是社会环境因素，主要包括环境的复杂性和多变性等；组织特征的驱动居于第三位；实施的原因或动机主要为：第一，因为外部招聘不能满足企业需要或更经济利用现有员工；第二，试图以核心人力资源为组织提供核心竞争力。 2．数量柔性大多是通过同时使用第三方劳务和临时工实现的；同时，使用第三方劳务工的企业数量虽然相对较少，但平均使用的劳务工数量则较多；功能柔性在企业中的实施以教育培训为主，其次是工作自主性，最后是工作学习多样性； 3．数量柔性显著地降低了人事成本，但对企业经营战略柔性的影响不显著，而且其作用方向为负向；功能柔性的三个因子中，教育培训和工作自主性，基本能够促进经营战略柔性、利润水平、人力资本和员工满意度的提高或增加；而功能柔性指数的回归结果也得出了基本一致的结论，即因子之间的系统关系得到验证。
英文摘要：	Under the complex and dynamic business environment, rapid adaptability to the changes has been the prerequisite for an enterprise to survive, especially with the economic globalization and the intensification of the competition. As a sub-system of the organizational flexibility, human resource management flexibility plays an important role in acquiring and maintaining the enterprise’s sustainable competitive advantages, which draws attention of the academicians and practitioners in the field of human resource management. Among the existing related literature, there are two schools on human resource flexibility: the Theoretical View and the Practice View. This dissertation points out that the Theoretical View focuses on the core employees of the enterprises, making an inquiry of the components of the flexibility exhibition which includes the skill flexibility, behavior flexibility and human resource practice flexibility, while the Practice View explains and describes the sources of or access to the human resource flexibility, which mostly include numerical flexibility, functional flexibility, pay flexibility and distance flexibility. Based on the model of the flexible firm by Atkinson(1984), this dissertation considers numerical flexibility and functional flexibility as the two basic types or dimensions of the human resource management flexibility, and makes an effort to study their drivers and effectiveness. Based on the extensive literature, this dissertation defines the numerical flexibility as the ability of adapting to the fluctuations of the human need by using atypical employments including direct employment, indirect employment and co-employment; while functional flexibility as the system of human resource development practices to increase the multi-skills and satisfaction of the core employees. The theoretical analysis of the drivers of the numerical flexibility and functional flexibility describes the influencing mechanism and directions of the three types of the factors of the social environment, organizational characteristics and the job characteristics. In the empirical research, the 102 micro factors are classified into those driving the numerical flexibility and functional flexibility simultaneously which include the factors of social environment, organizational characteristics, job characteristics, individual employee’s characteristics, the enterprise’s motives or reasons and those driving or causing the exertion only for numerical flexibility and only for functional flexibility. Delphi method is employed to make the subjective judgment to determine the major drivers. The Delphi group is composed of 14 human resource academic specialists and 12 senior practitioners. The final conclusion is drawn from the two-round feedback data from the members of the Delphi group. In order to evaluate the effectiveness of human resource management flexibility completely, this dissertation designs the indicator system which includes the following four dimensions: business strategic flexibility, financial contribution, output level and the employees’ qualities based on the balanced scoreboard. Among them, the financial contribution is composed of two sub-dimensions: the reduction of the personnel cost and the rise of the profit, while the employees’ quality is also composed of two sub-dimensions: the increase of the human capital and the satisfaction of the employees. Through the exploratory factor analysis, functional flexibility is measured by three factors: the variety of the education and training, work autonomy and the variety of the work and education. Numerical flexibility is measured by the proportion of the leasing employees and temporary workers among the whole permanent employees in the enterprise. Questionnaire survey is employed to collect the data from the human resource managers in Shandong Province, and finally the data of 57 sample enterprises were accessed in the effectiveness analysis in Hierarchy regression analysis. The main findings of the research are summarized as following: 1. Among the factors to drive the numerical flexibility, social environment factors, especially the sub-factor of the labor legislations, is the most important one; job characteristics is the second driving factor; and the last is the organizational characteristics which include business strategy, organizational change, the instability of the human demand and the proportion of the personnel cost. The main motives are to decrease the personnel cost and to satisfy the demand for the changing labor force. In the respect of the functional flexibility, job characteristics which include the specificity, value and the complexity of the skill is the most influential factor. Social environments, such as the complexity and dynamics of the business environment, are the next. The last is the organizational characteristics, as is similar to the influence to the numerical flexibility. The main purposes are lack of the right skill from the external labor market and the provision of the enterprise’s core competence through them. 2. There are a few enterprises using the leasing employees, but the average proportion of the leasing employees employed by the enterprises is large relative to that of the temporary employees; On the other hand, among the three factors of the functional flexibility, the exertion of the variety of education and training is the most popular, work autonomy the next, and the variety of the work and education is the last. 3. The empirical analyses about the effectiveness evaluation show that the numerical flexibility is only positively related with the decrease of the personnel cost, and not significant with the business strategic flexibility. On the other hand, the three factors of the functional flexibility, especially the first two, are positively related with most indicators, such as business strategic flexibility, profit level, the human capital and satisfaction of the employees. The analysis of the index of the functional flexibility shows the similar results, which indicates the system relationship between the three factors.
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