進階搜尋


 
系統識別號 U0026-0812200913372993
論文名稱(中文) 台灣鋼鐵業之人力資源管理活動、領導風格、競爭策略及經營績效間之關係研究
論文名稱(英文) The Relationships between HRM Practices, Leadership Style, Competitive Strategy and Business Performance in Taiwanese Steel Industry
校院名稱 成功大學
系所名稱(中) 國際經營管理研究所碩士在職專班
系所名稱(英) Institute of International Management (IIMBA--Master)(on the job class)
學年度 95
學期 2
出版年 96
研究生(中文) 李風輝
研究生(英文) Feng-Hui (Neil) Lee
電子信箱 niellee@ms34.hinet.net
學號 ra794112
學位類別 碩士
語文別 英文
論文頁數 138頁
口試委員 召集委員-吳萬益
口試委員-陳正忠
口試委員-吳萬益
指導教授-李再長
中文關鍵字 None 
英文關鍵字 Competitive strategy  Leadership style  HRM practices  Business performance 
學科別分類
中文摘要 None
英文摘要 In Taiwan, the steel industry has long been regarded as a symbol of national strength and it is closely related to the economic stability and national development. Moreover, within two years, Taiwanese steel industry will be the third largest industry in production value in Taiwan (production value will exceed one trillion NT$). However, due to serious oversupply of global steel production capacity and rapid growth of Mainland China’s steel industry, Taiwanese steel industry has been becoming more and more uncertain and competitive. Therefore, this study concentrates on how to improve and enhance the performance and competitiveness of the Taiwanese steel industry by investigating the effects of HRM practices, leadership style, and competitive strategy on business performance.
The data was gathered from 73 Taiwanese major manufacturing steel firms. The respondents of this study are 292 supervisors. The results of this study summarized as follows: (1) Combining six HRM practices, only three items influence business performance: training and development, compensation/incentives, and HR planning. (2) HRM practices significantly relate to leadership styles including transformational and transactional leadership. (3) Transformational leadership has significant influence on business performance. (4) Combining three HRM practices, including training and development, compensation/incentives, and HR planning, with transformational leadership style will significantly influence business performance. (5) HRM practices significantly relate to competitive strategy, including cost reduction, innovation, and quality enhancement. (6) Innovation and quality enhancement competitive strategies have significant influence on business performance. (7) Combining three HRM practices, including training and development, compensation/incentives, and HR planning, with innovation and quality enhancement competitive strategies will significantly influence business performance. (8) Both leadership styles, including transformational and transactional leadership styles, have significant relationships with or have significant influence on all three competitive strategies, including cost reduction, innovation, and quality enhancement competitive strategies. (9) Combining transformational leadership with innovation and quality enhancement competitive strategies will have significant influence on business performance. (10) Improper performance appraisal may decrease business performance.
論文目次 ACKNOWLEDGEMENTS…………………………………………I
ABSTRACT…………………………………..………….II
TABLE OF CONTENTS..………………………………….. IV
LIST OF TABLES….……………………….....………VIII
LIST OF FIGURES………………………..…...…………X
CHAPTER ONE INTRODUCTION ..……………………………1
1.1 Research Background.……………………………………………………...1
1.2 Research Motivations.…………………………………………………….…...3
1.3 Research Objectives …………………….……...5
1.4 Structure of the Research…………………………………..…7
1.5 Research Process.…………………………………………………….……..8
CHAPTER TWO LITERATURE REVIEW………..…………….10
2.1 Taiwanese Steel Industry………………………………..……...……...10
2.1.1 Development and Current Status of Taiwanese Steel Industry………….....….10
2.1.2 Major Products of Taiwanese Steel Industry………....…......………….…….13
2.2 Definition of Research Constructs.……………………….……………………….13
2.2.1 HRM Practices….………………………..…………...………………………13
2.2.2 Business Performance….……………....…………..…………………………20
2.2.3 Leadership Style….………………………....…….…………………………..21
2.2.4 Business (Competitive) Strategy……………………………………………24
2.3 Relationships Among Research Constructs.……………..…......…………………26 2.3.1 Relationship between HRM Practices and Business Performance…...……...26
2.3.2 Relationships between Leadership Style, HRM Practices and Business Performance......................................................................................30
2.3.3 Relationships between Business (Competitive) Strategy, HRM Practices and Business Performance…………………………………………33
2.3.4 Relationships between Leadership style, Business (Competitive) Strategy, and Business Performance………….…………………...……………36
CHAPTER THREE RESEARCH DESIGN AND METHODOLOGY …………...…….38
3.1 The Conceptual Model..……………………………………..38
3.2 Construct Measurement…..…………………………..….……………………39
3.2.1 HRM Practices..………...………………………………………………...39
3.2.2 Leadership Style..…………….……………….42
3.2.3 Business (Competitive) Strategy..…..……….….……......…………………...44
3.2.4 Business Performance..……………..…………………..…...………………..45
3.3 The Information of Firms and Respondents..………...….……………….……….46
3.4 Hypotheses to Be Tested...…………….…..47
3.5 Questionnaire Design..…………………………………...……….……48
3.6 Sample Plan..………………………………….…..49
3.7 Data Analysis Procedures..……………………...…………………….….50
3.7.1 Descriptive Statistic Analysis..…………………....…………………………..50
3.7.2 Purification and Reliability of the Measurement Variables......….……….…..50
3.7.3 Relationships between Research Variables..….…………….....………….…..51
3.8 Pre-test Results……………….………………………………………..…55
CHAPTER FOUR DESCRIPTIVE ANALYSIS AND RELIABILITY TESTS...............63
4.1 Descriptive Analysis..…………….....……………….……………………..63
4.1.1 Data Collection..…………………..………………......………………...63
4.1.2 Characteristics of Sample Firms and Respondents.....……..........…………...64
4.1.3 Measurement Results for Relevant Research Variables…..........……...……...65
4.2 Factor Analysis and Reliability Tests..………………………………..67
CHAPTER FIVE RESEARCH ANALYSES AND RESULTS......... …..…….73
5.1 Relationships between Research Variables....................................73
5.1.1 Multiple Regression Analysis between HRM Practices and Business
Performance.....................................73
5.1.2 Canonical Correlation between Leadership Style and HRM Practices............76
5.1.3 Multiple Regression Analysis between Leadership Style and
Business Performance.....................................78
5.1.4 Multiple Regression Analysis between Leadership Style, HRM Practices
and Business Performance.....................................81
5.1.5 Canonical Correlation between Business (Competitive) Strategy
and HRM Practices.......................................84
5.1.6 Multiple Regression Analysis between Business (Competitive) Strategy
and Business Performance.....................................86
5.1.7 Multiple Regression Analysis between Business (Competitive) Strategy,
HRM Practices and Business Performance...............................88

5.1.8 Canonical Correlation between Leadership Style and Business (Competitive) Strategy.......................................91
5.1.9 Multiple Regression Analysis between Leadership Style, Business (Competitive) Strategy and Business Performance....................................96
5.2 Structure Equation Model (SEM) for Full Model......................................98
5.3 Firm Characteristics and Demographics Impact on Various Dimensions..............102
CHAPTER SIX CONCLUSIONS AND SUGGESTIONS.........................………..…106
6.1 Research Conclusions....................................106
6.2 Research Suggestions................................115
6.2.1 For Steel Firms..……….………..………....……….........………………….115
6.2.2 For HRM Managers Working at Steel Firms..….......………......…..……….115
6.2.3 For Other Managers Working at Steel Firms.................................................115
6.3 Research Limitations and Future Research Suggestions...................................116
REFERENCES..…………………………….....…………119
APPENDIX…..…………...….…………...…………125
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