The Effects of Human Resource Manager Roles and Top Manager Affective Trust on Performance Indicators of Human Resource Function
Department of Management Science
|關鍵字:||人力資源部門績效指標;信任;人力資源主管角色;Performance indicators of human resource function;Trust;Human resource manager role|
Facing the coming of knowledge-based economy and the change of outside environment, talented human resources are key competitive advantages of enterprises. Therefore, if human resource managers can play their roles capably will influence the performance of human resource function directly. In order to obtain empirical data, the subjects involving in this study were human resource managers in 2003 ”Top 1000 manufacturing company in Taiwan” by Commonwealth Magazine. The samples were selected by the random sampling method from top 500 companies. 250 questionnaires were sent randomly, and then 137 questionnaires were responded. The valid responded rate was 55%. The conclusions of this study were stated as follows: 1.Different demographic variables of human resource managers have significance on their roles; 2.The relationship of human resource manager roles and performance indicators of human resource function was relative; 3. High affective trust would moderate the relationship between human resource manager roles and performance indicators of human resource function. The recommendations suggested from this study were listed as follows: 1.When facing the needs of organization change and strategic management, the company should hire the experienced human resource managers and the human resource manager should be promoted to the higher level; 2.The human resource managers in high technology industry should focus on all human resource functions, the human resource managers in traditional technology industry should try to improve the efficiency of human resource practices; 3.The companies should choose the right performance indicators of human resource function that fit the roles of the human resource manager; 4.When the human resource managers playing the strategic partner and the change agent role, the higher executives should not build the relationship with human resource manager based on affective trust.
Chiao Da Mangement Review
|Appears in Collections:||Chiao Da Mangement Review|
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