The Effects of High-performance Work Practices on Employees’Working Performance and Their Organization Citizen Behavior

• Main Authors: Yen-Ting Chiu, 邱艷婷
• Other Authors: none
• Format: Others
• Language: zh-TW
• Published: 2005
• Online Access: http://ndltd.ncl.edu.tw/handle/98098838637833572226

碩士 === 國立中央大學 === 人力資源管理研究所碩士在職專班 === 93 === To adjust the swiftly changing and keenly competitive industrial environment, a human resource manager nowadays must have the ability to construct a HR system not only promoting the employees’ working performance and their organization citizen behavior but also inspiring the general organizational performance. By clarifying how employees’ perception on high-performance work practices changes their working performance and organization citizen behavior, the research attempts to provide some efficient references for strategic human resource managers, when structuring the institutional managing system and environment, to discover some more effective ways of management that can both kindle the employees’enthusiasm of high working performance and satisfy the institutional expectation of automatic organization citizen behavior. This research receives 158 valid questionnaire and comes to conclusions indicating that (1) the more the employees perceive the implementation of HRM practices of alignment and HRM practices of adaptability, the better their perception of their organization citizen behavior, and (2) the more the employees perceive the implementation of HRM practices of alignment, the better their perception of their own working performance.