| Summary: | 碩士 === 國立中央大學 === 人力資源管理研究所 === 107 === In the increasingly intensive and competitive environment, training has been drawing a lot of attention because it creates competitive advantages and improves organizational performance by generating and accumulating human capital as a rare, valuable, inimitable, and irreplaceable resource that emphasized by resource-based view (Valle & Castillo, 2008; Bassi, Ludwig, McMurrer, & Buren, 2002). Strategic human resources management implies that complementarity relationship appears when incentives or both general and specific training occur (Baron & Kreps, 1999; Acemoglu & Pischke, 1999).
This study aims to explore the relationship between training investment and organizational performance, and also uses training incentives as the moderator. We used Survey Research Data Archive (SRDA) — Survey on the Vocational Training in 2014 as the source of data, and also utilized this secondary data which contains 7,772 valid samples to conduct statistical analysis. The results present: (1) Training investment positively impacts organizational performance; (2) Not all forms of training investment could enhance organizational performance; (3) Training incentives play a substitute role in the relationship between training investment and organizational performance. We also discussed the results, and the limitations as well as implications of this study are also explained. This study not only makes a contribution to deeper understanding about the effectiveness of training investment on firm-level outcomes, but also guides researcher to future research.
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