探討知覺組織支持對人力資源管理措施與組織績效間調節效果之研究

Study of the Moderating Effect of Perceived Organizational Support on the Relationship Between Human Resource Management Practices and Organizational Performance

本研究以社會交換理論探討員工對人力資源管理措施、知識分享、組織創新與知覺組織支持之關聯性。問卷透過各有意願協助的飯店主管發放給工作滿一年以上之五星級旅館員工，共發出800份問卷、回收有效問卷611份，回收率76%。結果顯示人力資源管理措施越好，員工知識分享越多、組織創新行為也越多；知覺組織支持則具調節效果，亦即當員工知覺較高組織支持時，人力資源管理措施與知識分享關係越強。研究結果可運用於規劃良好旅館人力資源管理措施，透過群體相互交談與分享產生新知識;此外，健全良好的人力資源措施能有效提升員工的創新行為；並透過知覺組織支持來強化人資源管理措施，有助於催化員工知識分享並達到組織創新行為。

 

Based on the social exchange theory, this study aimed to explore the relationships among human resource management practice, knowledge sharing, organizational innovation and perceived organizational support. Of the 800 questionnaires distributed to five-star hotel employees who have worked more than one year through the hotel managers who were willing to assist, 611 valid data were retrieved with a response rate of 76%. Research results indicated that (1) when hotel had better human resource management practice , employees were more likely to engage in knowledge sharing; (2) when hotel had better human resource management system, employees had more organizational innovation; (3) employees’ perception on organizational support had strengthen the relationship between human resource management practice and knowledge sharing. Research results can apply to strategic human resource management. Interactions and sharing among teams can produce knowledge as well as employees’ innovative behaviors. Furthermore, perceived organizational support can reinforce the relationship between human resource management practices, and employees’ knowledge sharing.