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系統識別號 U0026-0812200914143799
論文名稱(中文) The Relationships between HRM practices, Leadership Behavior, HR Multiple-Role and Business Performance in Taiwanese Small and Medium-Sized Enterprises
論文名稱(英文) The Relationships between HRM practices, Leadership Behavior, HR Multiple-Role and Business Performance in Taiwanese Small and Medium-Sized Enterprises
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 96
學期 2
出版年 97
研究生(中文) 王家偉
研究生(英文) Chia-Wei (Charlie) Wang
電子信箱 ra795110@mail.ncku.edu.tw
學號 ra795110
學位類別 碩士
語文別 英文
論文頁數 60頁
口試委員 口試委員-張紹基
口試委員-張海青
口試委員-史習安
召集委員-李宏志
指導教授-史習安
中文關鍵字 None 
英文關鍵字 HRM practices  HRM multiple-role  Leadership behavior  Business performance 
學科別分類
中文摘要 None
英文摘要 The Small and Medium-Enterprise (SME) is vital support of economical growth in Taiwan. There are 76.66% employees employed in SME as well as $10,241,215 mil NT of income is generated by Taiwanese SME. However, due to China economical abruptly growth, Taiwanese SME facing rigid competition. Therefore, this study will focus on the relationship between HRM practices, business performance and the moderating effects of leadership behavior, HR Multiple-Role on the relationship between HRM practices and business performance.
The data was gathered from 1000 Taiwanese SME. The respondents of this study are 124 respondents are valuable. The results of this study summarized as follows: (1) Combining seven HRM practices which have significant influence business performance.(2) Both supportive and participative leadership behavior have no significant moderating effects on the relationship between HRM practices and business performance.(3) Three types of HR multiple-role, the knowledge of business has significant moderating effects between HRM practices and business performance, the second role, functional expertise has significant moderating effects, the third role managing change has no significant moderating effects.
論文目次 ACKNOWLEDGEMENTS I
ABSTRACT II
TABLE OF CONTENTS III
LIST OF TABLES VII
LIST OF FIGURES VIII
CHAPTER ONE INTRODUCTION 1
1.1Research Background 1
1.2 Research Motivation 3
1.3 Research Objectives 3
1.4 Research Process 4
1.5 Structure of the Research 5
CHAPTER TWO LITERATURE REVIEW 6
2.1 Taiwanese SME 6
2.2 Definition of Research Constructs 7
2.2.1 Human Resource Management Practices 7
2.2.2 Business Performance 8
2.2.3 Leadership Behavior 9
2.2.4 The HR Multiple-Role 11
2.3 Relationships among Research Constructs 15
2.3.1 Relationship between HRM Practices and Business Performance 15
2.3.2 Relationship between Leadership Behavior, HRM Practices and Business Performance 17
2.3.3 Relationship between HR Multiple-Role, HRM Practices and Business Performance 17
CHAPTER THREE RESEARCH DESIGN AND METHODOLOGY 18
3.1 The Conceptual Model 18
3.2 Construct Measurement 18
3.2.1 HRM practices 19
3.2.2 Leadership Behavior 21
3.2.3 HR Multiple-Role 22
3.3 Hypotheses to be tested 26
3.4 Questionnaire Design and Sample 26
3.5 Data Analysis Procedure 27
3.5.1 Descriptive Statistic Analysis 27
3.5.2 Purification and Reliability of the Measurement Variables 27
3.5.3 Relationships between Research Variables 28
CHAPTER FOUR DESCRIPTIVE ANALYSIS AND RELIABILITY TESTS 29
4.1 Descriptive Analysis 29
4.1.1 Response Rates 29
4.1.2 Demographics 29
4.1.3 Measurement Results for Relevant Research Variables 30
4.2 Reliability Tests 33
4.2.1 Leadership Behavior 34
4.2.2 Business Performance 35
4.2.3 HR Multiple-Role 36
4.2.4 HRM Practices 37
CHAPTER FIVE RESEARCH ANALYSIS AND RESULTS 40
5.1 Multiple Regression Analysis between HRM Practices and Business Performance 40
5.2 The Moderating Effect of Leadership Behavior on the Relationship between HRM Practices and Business Performance 42
5.3 The Moderating Effect of HR Multiple-Role on the Relationship between HRM Practices and Business Performance 44
CHAPTER SIX CONCLUSIONS AND SUGGESTIONS 45
6.1 Research Conclusions 45
6.2 Research Suggestions 47
6.2.1 For Taiwanese SME 47
6.2.2 For HRM Professionals Working at SME 47
6.2.3 For Other Managers Working at SME 47
6.3 Research Limitations and Future Research Suggestions 48
REFERENCES 50
APPENDIX 55
SURVEY QUESTIONNAIRE 55
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