High-commitment call-centers kännetecknas av investeringar i HR-praktiker såsom utbildning, vilka kräver transfer till arbetet för att generera avkastning på investeringen. Studien ämnade undersöka hur demografiska profiler relaterar till transfereffekter, self-efficacy och prestation. Den ämnade även undersöka vikten av antal utbildningstillfällen för self-efficacy och prestation samt faktorer som hindrar/faciliterar transfer. En multi-methods sequential explanatory design användes, där två studier genom-fördes på ett svenskt call-center som utförde en utbildningsinsats. I studie 1 samlades data in med en enkät (n = 51) och i studie 2 genomfördes intervjuer (n = 6). I studie 1 identifierades tre kluster med skilda demo-grafiska bakgrunder, bl.a. ålder och utbildningsnivå. En signifikant skillnad i transfer återfanns dem emellan. Neutral transfer återfanns och self-efficacy var högst hos deltagare som slutfört utbildningen. I studie 2 framkom att det upplevdes viktigt att utbildningens nytta var tydlig och att ett neutralt transferklimat rådde. Studierna antyder att hänsyn bör tas till det övergripande transfersystemet tillsammans med individen för att bäst facilitera transfer.

The researchers are currently engaged in wealth management professionals for over twenty years of practice areas, and for providing financial services wealth management asset allocation process, the experience of people in the pursuit of economic self-interest maximization process, often because the investors themselves for risk point of view and the cognitive, emotional or thought patterns, often become the reason he specifically interact with one of the key variables; contrary Holding institutions wealth management, wealth management because of their professionalism, motivation and company performance requirements of multiple variations, which will affect both the wealth management and customer interaction, or even affect the financial holding institution's operational performance. Operating financial holding companies are facing competition and changing regulatory requirements, this paper's major research-oriented background. In this study, thesis research purposes are as follows: 1 for the financial holding company status and wealth management and financial holding corporate social responsibility with the maxmun balance 2. Clarify the related adaptive to help wealth managers, except in self-motivation considerations for customers in the best interests of objective wealth planning, To achieve the true meaning of Wealth Management , the qualitative research papers in an open-ended questions, for wealth management executives, wealth management financial planning experts, wealth management customers, visit the open-ended questionnaire. Research findings of this paper are as follows: 1. ECFA circle of the era, Taiwan's wealth management expertise and practical experience in human resources. The main objective of the Bank seek power. This part of the commissioner on the future of Taiwan's financial planning and career development. 2. Financial holding company or the bank's private wealth management side representative is a major opportunity.bank or financial holding company for the wealth management side, the design should consider the KPI and bank profit center planning. Clarify the objectives and performance factors driving re-factor. 3 Faced with such public information so open and fast, many investors may continue to disrupt the signal wealth managers investment decisions, so individuals and companies how to operate the asset allocation, wealth management to provide objective Planning, this is the focus of future wealth management and financial holding companies, financial planning experts should be aware of the efforts. Follow-up study suggests the following 1 The traditional financial products and simple, systematic, wealth management has been unable to meet the increasingly diversified and international Internationalization of the wealth management market, how to more accurately identify the creation of wealth management clients - financial holding company or bank- Financial Commissioner and other common collection point and win the main factors, should this study follow-up recommendations. 2. Financial holding companies, the mainland's financial services future, how will Taiwan's current commissioner of the existing financial management practices by Experience and tacit knowledge for integrated knowledge management, and design combined with career planning, financial commissioner, then a total of The land bank to enter the mainland China and the integration of financial resources for financial arbitrage and planning. 3. Proposed noise signal for investment in confusion, how Wealth Management exclusive customer base for the message does not symmetry of the investment decisions of game theory into research. 4 .We recommended for the wealth management, financial holding companies, drivers of business performance and profit center design, long-term short-term. Re-assess the factors to be measured, has been in response to the current demand for wealth management clients plan features and long-established company sustainable long road to wealth management.

Tendencies such as the increasing spread of market globalisation, new technological developments, the reduction of product life cycles and aggressive competition, are generating high levels of environmental changes and uncertainty for organisations of all types (Volberda, 1996; Sanchez, 1997). These circumstances require rapid responses through adaptations of organisational attitudes and capabilities, which lead to innovative management approaches and organisational methods (Bueno, 1996: 262). Traditional sources of competitive advantages are changing and it is imperative to deploy new strategies to successfully compete under changing external conditions. For example, flexibility is emerging as a competitive weapon that allows organisations to counteract current market evolution and competitive levels (Ahmed et al., 1996; Volberda, 1996). Flexibility is a broad concept that can refer to operational issues such as manufacturing flexibility, or to strategic decisions such as alterations in the organisation's product-market combinations. All these factors are associated with the organisation's efforts to adjust available means to external challenges. Regardless of the specific response adopted by organisations, it is broadly believed that environmental dynamism forces managers to pay increasing attention to the management of the organisation's social issues (Wright and Snell, 1998). From a managerial point of view, human resource management activities used by organisations in the new competitive landscape are changing. This can be seen, for example, in job descriptions. Nowadays individual contributions to organisational goals are being substituted by team accomplishments. Furthermore, technological advances (e.g. the introduction of Internet in companies) are making it difficult to assess and manage employee performance in the workplace. As a result High Commitment Management (HCM) is emerging as the optimal system to manage the employment relationships in modern organisations. HCM is a particular approach to human resources management characterised by certain features such as the emphasis on the development of employee skills, job enrichment and the provision of equitable incentives. A number of authors in recent decades have demonstrated the impact of HCM on organisational outcomes. From an employee-based perspective, organisations require a new type and level of contribution from their workforce. In order to successfully compete under dynamic conditions, people's performance of a fixed set of prescribed tasks is no longer considered adequate. Instead, competitive advantage comes from employees who are engaged in broad open-ended and interdependent roles (Campbell, 2000; Parker, 2000). In sum, from an individual perspective, human resource flexibility is a key success factor in current competitive environments. However, to date no accepted definition of human resource flexibility has been put forward; attempts should be made to provide this concept with a more solid theoretical background (Looise et al., 1998). In this study, I propose a conceptualisation of HR flexibility based on the premises of the Resource-Based View of the firm (RBV) (Wernerfelt, 1984; Barney, 1991; Amit and Shoemaker, 1993). Similarly to the role that value, rareness, inimitability and non-substitutability play in the consideration of resources as strategic assets (Barney, 1991), flexible resources are characterised by certain features, such as their applicability to a variety of uses or the ease with which they can be modified (Sanchez, 1995). One of the aims of this research is to apply these concepts to the conceptualisation of human resource flexibility.All things considered, social factors are essential to the successful deployment of organisational flexibility, as are the activities used to manage employees (Dyer and Shafer, 1999). Not only are individual responsibilities different in dynamic environments, but also the human resource activities used by organisations to manage their workforce will alter. The present study focuses on these two questions and analyses their interrelationships.The general purpose of this research is to examine the contribution of HCM to organisational performance by considering the role that human resource flexibility plays in this relationship. That is, I question whether a high commitment approach is important to determine the workforce's flexibility and to what extent a flexible workforce enhances organisational outcomes.

Giving a special treatment for employees in order to develop competences and engagement are still significant problem in human resources management in the organizations. To counter those problems, researchers and practices have been implementing some approaches, for example, well-established programs on selection, training, reward system, career development and performance appraisal, even more, to exert the employee assistance programs. This paper describes the relationship among the high commitment human resource management system, employee assistance programs, affective commitment, and employee engagement. I share 232 questionnaires as primary data in which respondents are on jobs¡¦ staff. Moreover, I use quantitative method in SEM, One-way ANOVA, etc., to analyze all the information. The main finding is that high commitment human resource management systems and employee assistant programs have a positive effect on job engagement through the mediate of affective commitment. The finding is highly supported the hypothesis I made, and also testify some researcher¡¦s suggests. Further from this research, I also offer some suggestions of management and practical to the issue.

This study extends past research regarding the impact of human resource management (HRM) practices on performance by investigating the mediating mechanism. The employee-organization relationship, which is defined as a dual-commitment relationship, was hypothesized to be a crucial mechanism of high commitment HRM systems and unit performance. Collecting data from store managers and customer-contact employees in 176 stores in Taiwan, including retail stores, beauty salons, and restaurants and caf

The dramatic changing societal demographics, increasing globalization and knowledge economics have contributed to the transformation of work family patterns. The demands of work and family roles are becoming increasingly difficult and the growing importance in organizations to develop strategies for talent attraction and retention accordingly. Given the raise of knowledge workers and who have been recognized to probably provide the competitive advantage in the coming century, this study wanted to learn more insights of knowledge workers in Taiwanese Hi-Tech Services Industry as well as their organizations on how to better manage and support the demands from both work and family domains that yield the higher degree of organizational commitment and lower the work family conflict, and further support for the business case with concrete suggestions to the companies when developing family supportive strategies and creating family supportive working environment. To summarize the purposes of the study with 3 focus areas that were to (1) investigate the correlates of work¡Vfamily benefit utilization and work¡Vfamily culture. (2) determine whether work¡Vfamily benefit availability and supportive work¡Vfamily culture were related to organizational commitment and work¡Vfamily conflict. (3) and how both work and personal characteristics impact the relations between work family conflict and organizational commitment. One of the important results was consistent with literature that work family conflict was most affected by perceptions of a positive work family culture and by support from a worker¡¦s manager. High commitment working systems and individuals¡¦ desire for segmentation moderated the practices and outcomes. Thus, the most effective organizational responses to work family conflict and organizational commitment are those that combine multiple elements, including family supportive benefits, work family culture as well as implementation of related working systems with developing a better understanding of the implications of practices for how people managing the boundary between work and non-work lives.

知識不同於一般的商品，其具有無形、內隱與價值不易判斷等特質，組織很難以權威、命令、或單以金錢的方式來要求員工主動分享其專屬的知識，以提高組織內知識運用與創造的循環。人力資源制度涵蓋整體企業，各項措施與內部員工息息相關，而員工個人主觀的支持知覺和對上司的信任態度，對其知識分享(Knowledge sharing)的行為存在可能的影響。本研究以社會交換理論為基礎，透過階層線性模式(Hierarchical Linear Modeling)的統計方法，以Snell & Dean(1992)提出的五種高承諾人力資源措施構面為組織層次變項，同時參考Eisenberger(1986）與Robinson(1994)所提出的知覺組織支持(POS)與信任(Trust)為個體層次的預測變項和中介變項，驗證跨層次與單一層次的變項對組織員工知識分享行為的影響。 本研究將問卷分為主管問卷與基層問卷，透過書面郵寄與電子郵件的方式進行發放，對象為台灣國內27家金融機構的管理人員與一般員工，參與本研究的公司涵蓋銀行、證券、保險、投信、郵局與期貨公司。我們經由實證分析，得到了以下的研究發現： 一、 員工的知覺組織支持的認知程度愈高，其採取知識分享的意願與行為也會愈高。 二、 員工的知覺組織支持的認知程度愈高，其對直屬上司的信任也會跟著增加。 三、 員工對直屬上司的信任程度增加，其採取知識分享的意願與行為也會愈高。 四、 對直屬上司的信任在員工的知覺組織支持與知識分享之間存在中介效果。 五、 高承諾人力資源措施對知覺組織支持之間的跨層次影響有顯著，個別措施中嚴格甄選、績效評估、外部競爭與內部公平薪酬制度對員工的知覺組織支持之間存在正向關係。 六、 高承諾人力資源措施對信任之間的跨層次影響不顯著，個別措施的關係皆不顯著。 七、 高承諾人力資源措施對知識分享之間的跨層次影響不顯著，個別措施中僅嚴格甄選對員工的知識分享之間存在正向關係。 依據本研究結論，提供具體建議予相關單位及後續研究者參考。 / Knowledge has the characteristics of being intangible, tacit and difficult to evaluate. So an organization can’t force its employees to actively share their own knowledge to others by using the ways of authority, command or high payment only. High Commitment Human Resource Management (HCHRM) system includes many practices which closely influence the whole company and individuals in the organization context. And in individual level, the knowledge-sharing behavior of employees may be changed by the factors of perception organization support (POS) for company and the Trust for supervisors. In this study, we use Hierarchical Linear Modeling (HLM) to investigate the relationship among HCHRM practices, POS, Trust and Knowledge Sharing (KS) in both single level and cross level. The research hypotheses all base on the theory of Social Exchange. We collected 956 valid questionnaires from the employers and employees in 27 financial companies in Taiwan. According to the results of our analysis, we found that POS and Trust in individual level were significantly and positively associated with the employees’ behavior of knowledge sharing. And Trust also had intervening effect between POS and KS. In cross-level analysis, HCHRM practices can only affect the variable of POS. Finally, we conclude with a brief discussion of the interpretations and implications of the results in the context of single-level and cross-level. We also provide some practical and reasonable suggestions for company supervisors and further research.