國立臺灣師範大學博碩士論文全文系統

簡易檢索 / 詳目顯示

回結果列表

研究生：	吳智翔 Chih-Hsiang Wu
論文名稱：	訓練職能與組織承諾的關係:以人資部門角色為干擾變數 The Relationship between Training Competency and Organizational Commitment: The Perceived Role of HR Department as a Moderator
指導教授：	林怡君 Lin, Yi-Chun
學位類別：	碩士 Master
系所名稱：	國際人力資源發展研究所 Graduate Institute of International Human Resource Developmemt
論文出版年：	2010
畢業學年度：	98
語文別：	英文
論文頁數：	100
中文關鍵詞：	訓練職能、組織承諾、人資部門角色
英文關鍵詞：	Training competency, organizational commitment, perceived role of HR department
論文種類：	學術論文
相關次數：	點閱：167 下載：29
分享至:	分享至facebook 分享至twitter

查詢本校圖書館目錄查詢臺灣博碩士論文知識加值系統勘誤回報

上一筆

此研究探討訓練職能與組織承諾的關係,並且以人資部門角色為干擾變數
研究方法主要是以階層迴歸的方式,樣本對象以中小型企業為主
研究結果顯示:訓練職能和組織承諾有正向相關
人資部門角色也與訓練職能以及組織承諾正向相關
並且人資部門角色也扮演一個干擾調解的角色介於訓練職能與組織承諾之間

The study examined the relationship between training competency and organizational commitment while the perceived role of HR department served as a moderator. This study was assessed through hierarchical regression analysis. As for the samples of this study, small-medium organizations were conducted.
The analysis result showed that training competency was positively related to organizational commitment. Meanwhile, the perceived role of HR department was also positively related to training competency and organizational commitment. In addition, the perceived role of HR department had an impact on the relationship between training competency and organizational commitment.

TABLE OF CONTENTS
Abstract..................................................I
Table of Contents.........................................II
List of Tables............................................IV
List of Figures...........................................VI
CHAPTER I. INTRODUCTION....................................1
Background of the Study....................................1
Statement of the Problems..................................2
Research Purpose...........................................3
Research Questions.........................................3
Significance of the Study..................................3
Research Limitations.......................................4
Definition of Terms........................................5
Research Procedure.........................................6

CHAPTER II. LITERATURE REVIEW.....................................................7
HR Training Quality Measurement............................7
Organizational Commitment.................................17
The Perceived Role of HR Department.......................21
Training Competency and Organizational Commitment.........23
The Perceived Role of HR Department and Training Competency................................................25
The Perceived Role of HR Department and Organizational Commitment................................................26
The Perceived Role of HR Department as a Moderator.................................................28

CHAPTER III. METHODOLOGY...............................................29
Research Framework........................................29
Research Hypotheses.......................................30
Research Methods..........................................30
Research Design...........................................30
Instrumentation...........................................32
Data Collection...........................................44
Data Analysis.............................................45

CHAPTER IV. FINDINGS AND DISCUSSIONS......................47
Descriptive Statistics Analysis of Sample.................47
Correlation Analysis......................................52
Regression of Analysis of Variables.......................58

CHAPTER V. CONCLUSIONS AND RECOMMENDATIONS...........................................81
Conclusions...............................................81
Recommendations...........................................86
REFERENCES................................................88
APPENDIX A. QUESTIONNAIRE (ENGLISH VERSION)...............91
APPENDIX B. QUESTIONNAIRE (CHINESE VERSION)...............97

LIST OF TABLES
Table 2.1. TTQS Definitions...............................14
Table 3.1. Items of the OSU Training Management System....32
Table 3.2. Items of the Perceived Role of HR Department...35
Table 3.3. Items of Affective Commitment..................36
Table 3.4. Items of Continuance Commitment................36
Table 3.5. Items of Normative Commitment..................36
Table 3.6. Result of KMO and Barlett’s Test of  Sphericity................................................37
Table 3.7. Item Analysis of Training Competency...........37
Table 3.8. Result of Factor Analysis on Training      Competency................................................39
Table 3.9. Dimension Reduction............................41
Table 3.10. Reliability of Scales.........................43
Table 4.1. Organizational Information of Demographic Characteristics of Sample.................................49
Table 4.2. Individual Information of Demographic Characteristics of Sample.................................50
Table 4.3. Mean, Standard Deviation, Correlations and Reliabilities.............................................56
Table 4.4. Four Hypotheses................................................58
Table 4.5. Results of Regression Analysis for Training Competency and Organizational Commitment..................59
Table 4.6. Results of Regression Analysis for Quality Management System and Three Components of Organizational Commitment................................................63
Table 4.7. Results of Regression Analysis for Performance Problem Analysis and Three Components of Organizational Commitment................................................64
Table 4.8. Results of Regression Analysis for Training Needs Definition and Three Components of Organizational Commitment................................................65
Table 4.9. Results of Regression Analysis for Training Design and Plan and Three Components of Organizational Commitment................................................66
Table 4.10. Results of Regression Analysis for Training Quality Control and Three Components of Organizational Commitment................................................67
Table 4.11. Results of Regression Analysis for the Perceived Role of HR Department and Training Competency...68
Table 4.12. Results of Regression Analysis for the Perceived Role of HR Department and quality management system....................................................69
Table 4.13. Results of Regression Analysis for the Perceived Role of HR Department and Performance Problem Analysis..................................................70
Table 4.14. Results of Regression Analysis for the Perceived Role of HR Department and Training Needs Definition................................................71
Table 4.15. Results of Regression Analysis for the Perceived Role of HR Department and Training Design and Plan......................................................72
Table 4.16. Results of Regression Analysis for the Perceived Role of HR Department and Training Quality Control...................................................73
Table 4.17. Results of Regression Analysis for the Perceived Role of HR Department and Organizational Commitment................................................74
Table 4.18. Results of Regression Analysis for the Perceived Role of HR Department and Three Components of Organizational Commitment.................................76
Table 4.19. Result of Regression Analysis of Moderating Effect of the Perceived Role of HRDepartment..............78
Table 4.20. Summary of Hypotheses Testing Results.........80

LIST OF FIGURES
Figure 1.1. Research Procedure.............................6
Figure 2.1. The OSU Training Management System............16
Figure 3.1. Research Framework............................29
Figure 3.2. Data Collection Procedure.....................44
Figure 4.1. Moderating Effect of the Perceived Role of HR Department................................................79
                                

Agarwala, T. (2005). Innovative human resource practices and organizational commitment:an empirical investigation. Human Resource Management, 14(2), 175-197.

Angle, H. L., & Perry, J. L. (1981). An empirical assessment of organization commitment and organizational effectiveness. Administrative Science Quarterly, 26(3), 1-13.

Ahmad, K. Z., & Bakar, R. A. (2003). The association between training and organizational commitment among white-collar workers in Malaysia. International Journal of Training of Development, 7(3), 166-185.

Al-Emadi, M. A. S., & Marquardt, M. J. (2007). Relationship between employees' beliefs regarding training benefits and employees' organizational commitment in a petroleum company in the state of Qatar. International Journal of Training and Development, 11(1), 49-70.

Bateman, T., & Strasser, S. (1984). A longitudinal analysis of the antecedents of organizational commitment. Academy of Management Journal, 27(1), 95-112.

Bartlett, K. R. (2001). The relationship between training and organizational commitment: A study in the health care field. Human Resource Development Quarterly, 12(4), 335-352.

Beer, M., Spector, B., Lawrence, P., Quinn, M., & Walton, R.E. (1984). Managing human assets. New York: The Free Press.

Becker, G. S. (1960). Notes on the concept of commitment. American Journal of Sociology, 66(1), 32–40.

Becker, G. S. (1975). Human capital. New York: Columbia University Press.

Beer, M., & Eisenstat, R. A. (2000). The silent killers of strategy implementation and learning. Sloan Management Review, 41(4), 29-36.

Bolon, D. S. (1997). Organizational citizenship behavior among hospital employees: A multidimensional analysis involving job satisfaction and organizational commitment. Hospital & Health Services Administration, 42(2), 221-241.

Buchanan, B., II. (1974). Building organizational commitment: The socialization of managers in work organizations. Administrative Science Quarterly, 19(3), 533-546.

Buck, J. M. (2002). Retaining staff employees: The relationship between human resources management strategies and organizational commitment. Innovative Higher Education, 26(3), 175-193.

Chou, Z. C. (2000). An analysis of the determinants of turnover intention and organizational commitment in hi-tech companies in Taiwan. Unpublished doctoral dissertation, National Central University, Taiwan.

Geringer, J. M., Frayne, C. A., & Milliman, J. F. (2002). In search of best practice in International human resource management: Research design and methodology. Human Resources Management, 5(30), 121-143.

Guieford, J. P., (1965). Fundamental statistics in psychology and education. New York: McGraw-Hill.

Investors In People (2009). IIP standard. Retrieved November 11, 2009, from http://www.investorsinpeople.co.uk/Pages/Home.aspx

ISO 10015:1999. (1999). Quality management-Guidelines for training: ISO 10015:1999, International Organization for Standardization.

Jacobs, R. (2007). The OSU Training Quality System. The Ohio State Uinersity Press

Kanter, R. M. (1968). Commitment and social organization: A study of commitment By mechanism in utopian communities. American Sociological Review, 33(4), 499-517.

Kazmi, A., & Ahmad, F. (2001). Differencing approach to strategic human resource management. Journal of Management Research, 1(3), 133-140

Koch, J., & Steers, R. (1978). Job attachment, satisfaction, and turnover among public sector employees. Journal of Vocational Behavior, 12(2), 119-128.

Lawler, E. E., & Mohrman, S. A. (2000). HR as a strategic partner: What does it take to make it happen? Human Resource Planning, 21( 3), 141-153.

McKnight, R. (2005). HR’s role in strategy implementation: Leading the human side of change. Right Management Consultants, 4(2), 1-14

Meyer, J. P., & Allen, N. J. (1991). A three-component conceptualitazation of organizational commitment. Human Resource Management Review, 1(1), 61-89.

Mester, C., Visser, D., Roodt, G., & Kellerman, R. (2003). Leadership style and its relation to employee attitudes and behaviour. SA Journal of Industrial Psychology, 29(2), 72-82.

Meyer, J. P., & Allen, N. J. (1997). Commitment in the workplace: Theory, research and application. Thousand Oaks, CA: Sage.

Meyer, J. P., Allen, N. J., & Smith, C. A. (1993). Commitment to organizations and occupations: Extension and test of a three-component conceptualization. Journal of Applied Psychology, 78(4), 538-552.

Mohrman, A. M., & Lawler, E. E. III, (1993). Human resource management: Building a strategic partnership. chapter in Galbraith, J.R., Lawler, E.E. and Associates. Organizing for the Future: The New Logic for managing Complex Organizations. San Francisco: Jossey-Bass.

Mowday, R. T., Porter, L. W., & Steers, R. M. (1982). Organizational linkage: The psychology of commitment, absenteeism, and turnover. San Diego, CA: Academic Press.

Mowday, R., Steers, R., & Porter, L. (1979). The measurement of organizational commitment. Journal of Vocational Behavior, 14(3), 224-247.

Noe, R. A., & Wilk, S. L. (1993). Investigation of the factors that influence employee’s participation in development activities, Journal of Applied Psychology, 78(2), 291–302.

Noe, R. A. (2002). Employee training and development. New York: McGraw-Hill Irwin.

O'Reilly, III, C., & Chatman, J. (1986). Organizational commitment and psychological attachment: The effects of compliance, identification and internalization on prosocial behavior. Journal of Applied Psychology, 71(3), 492-499.

Porter, L. W., Steers, R. M., Mowday, R.T., & Boulian, P.V. (1974). Organizational commitment, job satisfaction, and turnover among psychiatric technicians. Journal of Applied Psychology, 59(2), 603-609.

Porter, L.W., Crampon, W., & Smith, F. (1976). Organizational commitment and managerial turnover: A longitudinal study. Organizational Behavior and Human Performance, 15(2), 87-98.

Randall, D.M., Fedor, D.B., & Longenecker, C. O. (1990). The behavioural expression of organizational commitment. Journal of Vocational Behaviour, 36(2), 210-224.

Reichers, A. (1985). A review and reconceptialitzion of organizational commitment. The Academy of Management Review, 10(3), 465-476.

Scholl, R. W. (1981). Differentiating commitment from expectancy as motivating force. Academy of Management Review, 6(4), 589–599.

Shahnawaz, M.G., & Juyal, R.C. (2006). Human resource management practices and organizational commitment in different organizations. Journal of the Indian Academy of Applied Psychology, 32(3), 171-178.

Sheldon, M. (1971). Investments and involvements as mechanisms producing commitment to the organization. Administrative Science Quarterly, 16(2), 143-150.

Taiwan’s Bureau of Employment and Vocational Training (2004). Taiwan TranQuali System. Retrieved November 11, 2009, from http://www.evta.gov.tw/content/content.asp?mfunc_id=11&id=16776

Ulrich, D. (1997). Human resources champions. Boston: Harvard Business School Press.

Wiener, Y. (1982). Commitment in organisations: A normative view. Academy of Management Review, 7(3), 418–428.

Yeung, A., Woolcock, P., & Sullivan, J. (1996). Identifying and developing HR competencies for the future. Human Resource Planning, 3(2) 48-58.

Yiu, L., & Saner, R. (2005). Does it pay to train? ISO 10015 assures the quality and return on investment of training. ISO Management Systems, 4(2), 9-13.

簡易檢索 / 詳目顯示

相關論文