The study of human resource management, competitive strategy and performance: the comparison of indigenous and foreign business in Taiwan
Abstract
_______________________________________________________________________________________________________
In the 20th century, the characteristics of a successful enterprise are having plenty of resources, sufficient capital, advanced technology and high-quality human resources. But in the 21st century, technology and human resources will become the primary competitive factors that lead to the success of a business and will be the elements of a strong country. Taiwan¡¦s human resource is the strength to build the Asia-Pacific Regional Operation Center. But it is paid less attention to the human resources management of Taiwan¡¦s businesses. This study is to find out the differences of the human resources management between the indigenous and foreign corporations in Taiwan, and the impact on the value of HR, competitive strategies and the human resources management system. Furthermore, this thesis studies how these factors above affect the organization performance.
This thesis gathered information for analyzation by mailing questionnaires to the HRM managers or related staffs of the indigenous and foreign businesses in Taiwan. Effective questionnaires sent back are 263 and the effective rate is 11.39%. By using the statistic method, the results of this research indicate that:
1. Besides the capital investment types of European and American have significant difference on ¡§work system¡¨, other types (in Taiwan and Japan) doesn¡¦t show any obvious discrepancies on ¡§HR flow¡¨, ¡§employee influence¡¨, ¡§reward system¡¨, ¡§HR value¡¨, ¡§competitive strategy¡¨ and ¡§organization performance¡¨.
2. American-invested businesses have negative impact on ¡§employee influence¡¨, that means they are inclined to use the human resources management system of ¡§cost reducers¡¨ on employee influence policy and thus have the lower degree of ownership that participated by employees.
3. HR value has significant positive effects on ¡§work system¡¨ and ¡§reward system¡¨, indicating the more the senior executives emphasize on managing human resources, the higher degree to use the ¡§commitment maximizer¡¨ of ¡§work system¡¨ and ¡§reward system¡¨ and the more autonomy for employees, emphasis on employee¡¦s reward system and performance appraisal.
4. HR value and competitive strategy have positive effects on ¡§organization performance¡¨.
Considering the results mentioned above, some suggestions are made for both firms and further researches in this field.
Key words: human resourses, competitive strategy, organization performance.
| Identifer | oai:union.ndltd.org:NSYSU/oai:NSYSU:etd-0817100-165359 |
| Date | 17 August 2000 |
| Creators | Liao, Chun-Chi |
| Contributors | none, none, Shih-Jer Chen |
| Publisher | NSYSU |
| Source Sets | NSYSU Electronic Thesis and Dissertation Archive |
| Language | Cholon |
| Detected Language | English |
| Type | text |
| Format | application/pdf |
| Source | http://etd.lib.nsysu.edu.tw/ETD-db/ETD-search/view_etd?URN=etd-0817100-165359 |
| Rights | unrestricted, Copyright information available at source archive |
Page generated in 0.0024 seconds