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论文编号：	2071
作者编号：	2004010
上传时间：	2010/4/14 16:41:26
中文题目：	人力资源管理系统与组织绩效：组织学习的影响研究
英文题目：	Human Resource Management System
指导老师：	李新建
中文关键字：	人力资源管理；人力资源管理系统；组织学习；组织绩效
英文关键字：	Human Resource Management, Human Resource Management System
中文摘要：	本研究是对企业人力资源管理系统、组织学习和组织绩效三者关系进行的理论探讨和实证分析。在文献综述的基础上，本研究认为国内外已有文献很少有从组织学习视角出发研究人力资源管理系统对组织绩效的影响。然而，在知识经济条件下，在愈来愈多的企业组织聚焦在通过人力资源和人力资源管理获取持续竞争优势的情境下，这一研究显得十分必要且具有一定的理论与实践价值。 为此，本研究进行了以下几个方面的探索：针对中国情境，分别对人力资源管理系统及其系统产出、组织学习和组织绩效等核心概念进行了内涵界定，构建了人力资源管理系统—人力资源管理系统产出—组织学习—组织绩效的整合研究模型；通过理论推演，提出了三者之间子维度的关系假设，并设计了相关量表；在预调查基础上确定量表，展开正式调查，使用滚雪球抽样共获得有效样本221个，利用结构方程模型对样本数据进行检验；研究假设大部分得以验证，得出了最终的研究模型。同时，本研究还检验了企业主业所属行业、企业规模（员工人数）、企业经济性质和企业年龄等控制变量对各潜变量的影响。 通过定性研究和实证分析，得到以下主要结论： 1.人力资源管理系统、人力资源管理系统产出、组织学习和组织绩效的整合研究模型得到实证支持。人力资源管理系统作为外生潜变量对人力资源管理产出和组织学习产生影响，进而影响组织绩效的研究假设基本上都得到了实证数据分析结果的支持； 2.在探索性因子分析的基础上，本研究认为：(1)人力资源管理系统包括基于能力的人力资源管理系统和基于承诺的人力资源管理系统两个子维度；(2)在中国情境下，组织学习可分为知识获取、信息分发及信息解释与组织记忆三个子维度； 3.基于能力的人力资源管理系统、基于承诺的人力资源管理系统、员工能力、员工激励、知识获取、信息解释与组织记忆对财务绩效的总效应均达显著水平，基于能力的人力资源管理系统对财务绩效的影响大于基于承诺的人力资源管理系统对财务绩效的贡献和影响程度；基于能力的人力资源管理系统、基于承诺的人力资源管理系统、员工能力、员工激励对创新绩效的总效应均没有达到显著水平；员工能力对财务绩效的影响程度大于员工激励对财务绩效的影响程度。基于能力的人力资源管理系统和基于承诺的人力资源管理系统对知识获取、信息分发、信息解释与组织记忆和财务绩效的间接影响效应均达到显著性水平；基于能力的人力资源管理系统、基于承诺的人力资源管理系统、员工能力和员工激励对财务绩效的间接影响效应均达到显著性水平，而对创新绩效的间接影响效应均没有达到显著性水平；基于能力的人力资源管理系统对财务绩效的间接影响效应大于基于承诺的人力资源管理系统对财务绩效的间接影响效应；员工能力对财务绩效的间接影响效应与员工激励对财务绩效的间接影响效应相当； 4.高新技术行业和非高新技术行业在基于能力的人力资源管理系统、知识获取、信息分发和财务绩效上有显著差异；企业规模超过100人以上的企业和企业规模100人以下的企业在员工能力、员工激励和基于能力的人力资源管理系统方面有显著的差异；国有性质企业和非国有性质企业在基于能力的人力资源管理系统、员工能力、员工激励及信息解释与组织记忆方面有显著差异；低企龄组和高企龄组在基于能力的人力资源管理系统和员工激励方面有显著差异； 5.员工能力和员工激励维度显著影响组织学习的知识获取、信息分发及信息解释与组织记忆。员工能力对知识获取的影响强于员工能力对信息分发及信息解释与组织记忆的影响；员工能力对信息分发的影响和员工能力对信息解释与组织记忆的影响则基本相当。员工激励对信息解释与组织记忆的影响要强于员工激励对知识获取和信息分发的影响；员工激励对知识获取的影响稍高于员工激励对信息分发的影响。员工能力对于知识获取的影响高于员工激励对知识获取的影响；员工能力对于信息分发的影响稍低于员工激励对信息分发的影响；员工能力对于信息解释与组织记忆的影响稍低于员工激励对信息解释与组织记忆的影响； 6.知识获取、信息解释与组织记忆都显著影响组织的财务绩效和创新绩效。 信息分发对财务绩效的影响不显著，而对创新绩效具有负向显著影响。
英文摘要：	This dissertation is concerned about the relationship among Human Resource Management System (HRMS), organizational learning, and organizational performance. Based on a literature review, it argues that there has been little research on the effects of HRMS on organizational performance from the perspective of organizational learning. However, in an era of knowledge-based economy, growing numbers of companies are obtaining the sustainable competitive advantages through human resources and human resource management. Under this context, this research is worthwhile and of theoretical and practical value. Under the Chinese context, this dissertation defines concepts such as HRMS, system outcomes, organizational learning, and organizational performance, and constructs a research model integrating HRMS, system outcomes, organizational learning, and organizational performance. Based on the theory development, this dissertation proposes the relationship hypotheses among HRMS, system outcomes, organizational learning, and organizational performance, and designs a relative measurement scale. On the basis of a survey, this dissertation testifies the research model with the constructed measurement scale. This dissertation obtains, with a snowball sample, 221 effective samples, and testifies the sample data with Structural Equation Modeling (SEM). Most of the hypotheses are supported and arrives at the final research model. Meanwhile, this dissertation also tests the effects of various control variables on every latent variable, such as the industry that a company’s main business belongs to, company scale (number of employees), a company’s economic nature, and company years. Through a qualitative analysis and a quantitative test, this dissertation draws the following conclusions: 1. The research model integrating HRMS, system outcomes(employee ability and employee motivation), organizational learning, and organizational performance is empirically supported. As exogenous latent variables, the competence-based human resource management system(competence-based HRMS) and the commitment human resource management system(commitment HRMS) affect system outcomes and organizational learning, hence, the research hypothesis on organizational performance is basically supported by the empirical data analysis. 2. On an analysis of explorative factors, this dissertation argues that: (1) A HRMS can fall into two sub-dimensions, i.e., the competence-based HRMS including recruitment, training, and competence/performance appraisal, and the commitment HRMS including internal promotion, performance pay, and internal communication; (2) Under the Chinese national context, organizational learning can be divided into three sub-dimensions, i.e., knowledge acquisition, information distribution and interpretation, and organizational memory. 3. The overall effects of competence-based HRMS, commitment HRMS, employee ability, employee motivation, knowledge acquisition, information interpretation and organizational memory on financial performance are significant. The effects of the competence-based HRMS on financial system are greater than those of commitment HRMS. The overall effects of competence-based HRMS, commitment HRMS, employee ability, and employee motivation on innovative performance are not significant. The effects of employee ability on financial performance are greater than those of employee motivation. The indirect effects of competence-based HRMS and commitment HRMS on knowledge acquisition, information interpretation and distribution, organizational memory, and financial performance are significant. The indirect effects of competence-based HRMS and commitment HRMS, employee ability, and employee motivation on financial performance are significant, while those on innovative performance are not significant. The indirect effects of competence-based HRMS on financial performance are greater than those of commitment HRMS. The indirect effects of employee ability on financial performance are parallel to those of employee motivation. 4. There exists a significant difference between new high-tech industries and non-new-high-tech industries in competence-based HRMS, knowledge acquisition, information distribution, and financial performance, between firms with more than 100 employees and those with less than 100 employees in employee ability, employee motivation, and competence-based HRMS, between state-owned enterprises and non-state-owned-enterprises in competence-based HRMS, employee ability, employee motivation, information interpretation, and organizational memory, and between short-life firms and long-life firms in competence-based HRMS and employee motivation. 5. Employee ability and employee motivation significantly affect knowledge acquisition, information distribution and interpretation and organizational memory. The effects of employee ability on knowledge acquisition are greater than those on information distribution and interpretation and organizational memory. The effects of employee ability on information distribution are parallel to those on information interpretation and organizational memory. The effects of employee motivation on information interpretation and organizational memory are greater than those on knowledge acquisition and information distribution. The effects of employee motivation on knowledge acquisition are slightly greater than those on information distribution. The effects of employee ability on knowledge acquisition are greater than those of employee motivation. The effects of employee ability on information distribution are slightly weaker than those of employee motivation. The effects of employee ability on information interpretation and organizational memory are slightly weaker than those of employee motivation. 6. Knowledge acquisition, information interpretation, and organizational memory significantly affect organizational financial performance and innovative performance. Information distribution affects financial performance insignificantly while significantly affects innovative performance in a negative way.
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