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| Field |
Value |
| Title: | 高涉入人力資源管理活動與創新策略契合、角色壓力與員工反應：一個跨層次研究 |
| Authors: | 黃家齊 |
| Contributors: | 企業管理學系 |
| Keywords: | 策略性人力資源管理;高涉入人力資源管理;角色壓力;跨層次研究;創新
Strategic human resource management; high-involvement human resource practices; role theory; role stress; multilevel study; creativity |
| Date: | 2013 |
| Issue Date: | 2017-12-05 16:32:46 (UTC+8) |
| Abstract: | Based on role theory, this study examine how role stress, including role ambiguity and role conflict, mediate the relationship between the alignment of high-involvement HRM management practices with innovative strategy and employee reactions and performance, including job satisfaction and burnout, innovative behavior, and task performance. A sample of 347 respondents, belonging to 62 SBUs, was used to test our hypothesis. Results showed that the fit between organizational innovative strategy and high-involvement HRM practices are significant negatively related to role ambiguity and role conflict. Further, organizational innovative strategy and high-involvement HRM practices is fit which significant positively related to innovative performance and job satisfaction, and negatively related to emotion burnout via role ambiguity. These patterns also demonstrated via role conflict mediating. The implications of our findings for theory and research on goal orientation in teams are discussed. |
| Relation: | 執行起迄：2013/08/01~2015/07/31
NSC 102-2410-H-004-149-SS2 |
| Data Type: | report |
| DCField |
Value |
Language |
| dc.contributor (Contributor) | 企業管理學系 | zh_Tw |
| dc.creator (Authors) | 黃家齊 | zh_TW |
| dc.date (Date) | 2013 | en_US |
| dc.date.accessioned | 2017-12-05 16:32:46 (UTC+8) | - |
| dc.date.available | 2017-12-05 16:32:46 (UTC+8) | - |
| dc.date.issued (Issue Date) | 2017-12-05 16:32:46 (UTC+8) | - |
| dc.identifier.uri (URI) | http://nccur.lib.nccu.edu.tw/handle/140.119/115007 | - |
| dc.description.abstract (Abstract) | Based on role theory, this study examine how role stress, including role ambiguity and role conflict, mediate the relationship between the alignment of high-involvement HRM management practices with innovative strategy and employee reactions and performance, including job satisfaction and burnout, innovative behavior, and task performance. A sample of 347 respondents, belonging to 62 SBUs, was used to test our hypothesis. Results showed that the fit between organizational innovative strategy and high-involvement HRM practices are significant negatively related to role ambiguity and role conflict. Further, organizational innovative strategy and high-involvement HRM practices is fit which significant positively related to innovative performance and job satisfaction, and negatively related to emotion burnout via role ambiguity. These patterns also demonstrated via role conflict mediating. The implications of our findings for theory and research on goal orientation in teams are discussed. | en_US |
| dc.format.extent | 403971 bytes | - |
| dc.format.mimetype | application/pdf | - |
| dc.relation (Relation) | 執行起迄：2013/08/01~2015/07/31 | zh_TW |
| dc.relation (Relation) | NSC 102-2410-H-004-149-SS2 | zh_TW |
| dc.subject (Keywords) | 策略性人力資源管理;高涉入人力資源管理;角色壓力;跨層次研究;創新 | zh_TW |
| dc.subject (Keywords) | Strategic human resource management; high-involvement human resource practices; role theory; role stress; multilevel study; creativity | en_US |
| dc.title (Title) | 高涉入人力資源管理活動與創新策略契合、角色壓力與員工反應：一個跨層次研究 | _TW |
| dc.type (Data Type) | report | - |
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