人力资源管理人员的角色期望与实效如何影响人力资源管理职能有效性?——基于响应面分析的实证研究
|
摘要
本研究通过问卷调查法,着重探讨人力资源三个阶段六种角色的期望和实效如何影响职能有效性。多项式回归与响应面分析结果表明,当战略层面人力资源管理人员(HR)角色期望和实效一致时,二者的联合效应与职能有效性呈正向曲线关系;而当角色期望与实效不一致时,只有支持者的二者联合效应与职能有效性呈负向曲线关系。运营层面的HR只有当伙伴角色的期望和实效不一致时,二者的联合效应与职能有效性呈负向线性关系。人员层面的HR角色期望与实效无论是否一致,二者之间的联合效应与职能有效性均呈负向曲线关系。研究结论丰富和拓展了人力资源管理角色的相关研究,对企业人力资源管理具有一定的指导意义。
This study explores how the expectations and effectiveness of six roles in human resources( HR) affect the human resource management( HRM) effectiveness through the questionnaire. The results of the polynomial regression with response surface analysis of 211 HR and non-HR professionals from several universities in China are showed as follows. Firstly,at the strategic level,when the expectation and effectiveness on roles of the supporter and the facilitator are consistent,the joint effect is a positive curve related to the HRM effectiveness; when the relationship between the expectation and effectiveness is not consistent,only the supporter's joint effect is a negative curve related to the HRM effectiveness. Secondly,at the operational level,only when the expectation and effectiveness on the role of the partner are inconsistent,the joint effect is negatively and linearly related to the HRM effectiveness. Thirdly,at the personnel level,whether consistent or not between the expectation and effectiveness on roles of the guardian and the motivator,the joint effects are a negative curve related to the HRM effectiveness. This study enriches and expands the related research on the roles in HR,and has significance for human resource management.
This study explores how the expectations and effectiveness of six roles in human resources( HR) affect the human resource management( HRM) effectiveness through the questionnaire. The results of the polynomial regression with response surface analysis of 211 HR and non-HR professionals from several universities in China are showed as follows. Firstly,at the strategic level,when the expectation and effectiveness on roles of the supporter and the facilitator are consistent,the joint effect is a positive curve related to the HRM effectiveness; when the relationship between the expectation and effectiveness is not consistent,only the supporter's joint effect is a negative curve related to the HRM effectiveness. Secondly,at the operational level,only when the expectation and effectiveness on the role of the partner are inconsistent,the joint effect is negatively and linearly related to the HRM effectiveness. Thirdly,at the personnel level,whether consistent or not between the expectation and effectiveness on roles of the guardian and the motivator,the joint effects are a negative curve related to the HRM effectiveness. This study enriches and expands the related research on the roles in HR,and has significance for human resource management.
引文
[1]吴春波,高中华,洪如玲.民营高科技企业成长过程中人力资源管理角色演化模式研究---基于H公司的案例研究[J].管理世界,2010(2):127-140,188.
[2]赵晨,高中华,吴春波,等.人力资源管理角色:研究综述与本土化启示[J].中国人力资源开发,2013(17):53-59.
[3]ULRICH D.Human resource champions:the next agenda for adding value and delivering results[M].Cambridge,MA:Harvard Business Review Press,1996.
[4]WALKER J W.Integrating the human resource function with the business[J].Human Resource Planning,1994,17(2):59-77.
[5]ULRICH D,BROCKBANK W.Role call[J].People Management,2005,16(6):24-28.
[6]孔锦,刘洪,王艳,等.转型经济下中国企业人力资源管理角色转变与组织有效性的关联研究[J].软科学,2010(11):72-77.
[7]GAO Z,ZHANG Y,ZHAO C,et al.Expectations,effectiveness and discrepancies:exploring multiple HR roles in the Chinese business context[J].The International Journal of Human Resource Management,2016,27(10):1101-1133.
[8]安鸿章.战略性人力资源管理是现代人事管理发展的必然结果[J].经济与管理研究,2005(5):43-45.
[9]HUSELID M A.The impact of human resource management practices on turnover,productivity,and corporate financial performance[J].Academy of Management Journal,1995,38(3):635-672.
[10]李隽,李新建,王玉姣.人力资源管理角色研究述评[J].外国经济与管理,2011(4):43-50,50.
[11]李玉蕾,袁乐平.战略人力资源管理对企业绩效的影响研究[J].统计研究,2013(10):92-96.
[12]ZHU C J,COOPER B K,THOMSON S B,et al.Strategic integration of HRM and firm performance in a changing environment in China:the impact of organisational effectiveness as a mediator[J].The International Journal of Human Resource Management,2013,24(15):2985-3001.
[13]LAWLER E E,MOHRMAN S A.HR as a strategic partner:what does it take to make it happen?[J].Human Resource Planning,2003,26(3):15-29.
[14]WRIGHT P M,MCMAHAN G C,SNELL S A,et al.Comparing line and HR executives'perceptions of HR effectiveness:services,roles,and contributions[J].Human Resource Management,2001,40(2):111-123.
[15]ULRICH D,BROCKBANK W,JOHNSON D,et al.HR competencies:mastery at the intersection of people and business[M].Virginia:Society for Human Resource Management,2008.
[16]ULRICH D.A new mandate for human resources[J].Harvard Business Review,1998,76(1):124-134.
[17]LEPAK D P,TAKEUCHI R,SNELL S A.Employment flexibility and firm performance:examining the interaction effects of employment mode,environmental dynamism,and technological intensity[J].Journal of Management,2003,29(5):681-703.
[18]ZHANG B,MORRIS J L.High-performance work systems and organizational performance:testing the mediation role of employee outcomes using evidence from PR China[J].The International Journal of Human Resource Management,2014,25(1):68-90.
[19]KAHN R L,WOFE D M,QUINN R P,et al.Organizational stress:studies in role conflict and ambiguity[M].New York:John Wiley&Sons,1964.
[20]MACHIN J L J.A contingent methodology for management control[J].Journal of Management Studies,1979,16(1):1-29.
[21]MANTERE S.Role expectations and middle manager strategic agency[J].Journal of Management Studies,2008,45(2):294-316.
[22]SHANOCK L R,BARAN B E,GENTRY W A,et al.Erratum to:polynomial regression with response surface analysis:a powerful approach for examining moderation and overcoming limitations of difference scores[J].Journal of Business and Psychology,2014,29(1):161-161.
[23]EDWARDS J R.Polynomial regression and response surface methodology[M]∥OSTROFF C,JUDGE T A.Perspectives on organizational fit.San Francisco:Jossey-Bass,2007:361-372.
[24]SASS D A,SMITH P L.The effects of parceling unidimensional scales on structural parameter estimates in structural equation modeling[J].Structural Equation Modeling:A Multidisciplinary Journal,2006,13(4):566-586.
[25]PODSAKOFF P M,MACKENZIE S B,LEE J Y,et al.Common method biases in behavioral research:a critical review of the literature and recommended remedies[J].Journal of Applied Psychology,2003,88(5):879-903.
[26]SU Z,WRIGHT P M.The effective human resource management system in transitional China:a hybrid of commitment and control practices[J].The International Journal of Human Resource Management,2012,23(10):2065-2086.
[27]ZHOU Y,LIU X,HONG Y.When Western HRM constructs meet Chinese contexts:validating the pluralistic structures of human resource management systems in China[J].The International Journal of Human Resource Management,2012,23(19):3983-4008.
[28]ZHU C J,COOPER B K,THOMSON S B,et al.Strategic integration of HRM and firm performance in a changing environment in China:the impact of organisational effectiveness as a mediator[J].The International Journal of Human Resource Management,2013,24(15):2985-3001.
[29]ZHANG Y,DOLAN S,LINGHAM T,et al.International strategic human resource management:a comparative case analysis of spanish firms in China[J].Management and Organization Review,2009,5(2):195-222.
[30]李隽,李新建,王玉姣.人力资源管理角色发展动因的多视角分析与研究展望[J].外国经济与管理,2014(5):40-49,80.
[31]AKHTAR S,DING D Z,GE G L.Strategic HRM practices and their impact on company performance in Chinese enterprises[J].Human Resource Management,2008,47(1):15-32.
[32]BECKER B,GERHART B.The impact of human resource management on organizational performance:progress and prospects[J].Academy of Management Journal,1996,39(4):779-801.
[33]BJRKMAN I,FAN X.Human resource management and the performance of Western firms in China[J].The International Journal of Human Resource Management,2002,13(6):853-864.
[34]DELANEY J T,HUSELID M A.The impact of human resource management practices on perceptions of organizational performance[J].Academy of Management Journal,1996,39(4):949-969.
[2]赵晨,高中华,吴春波,等.人力资源管理角色:研究综述与本土化启示[J].中国人力资源开发,2013(17):53-59.
[3]ULRICH D.Human resource champions:the next agenda for adding value and delivering results[M].Cambridge,MA:Harvard Business Review Press,1996.
[4]WALKER J W.Integrating the human resource function with the business[J].Human Resource Planning,1994,17(2):59-77.
[5]ULRICH D,BROCKBANK W.Role call[J].People Management,2005,16(6):24-28.
[6]孔锦,刘洪,王艳,等.转型经济下中国企业人力资源管理角色转变与组织有效性的关联研究[J].软科学,2010(11):72-77.
[7]GAO Z,ZHANG Y,ZHAO C,et al.Expectations,effectiveness and discrepancies:exploring multiple HR roles in the Chinese business context[J].The International Journal of Human Resource Management,2016,27(10):1101-1133.
[8]安鸿章.战略性人力资源管理是现代人事管理发展的必然结果[J].经济与管理研究,2005(5):43-45.
[9]HUSELID M A.The impact of human resource management practices on turnover,productivity,and corporate financial performance[J].Academy of Management Journal,1995,38(3):635-672.
[10]李隽,李新建,王玉姣.人力资源管理角色研究述评[J].外国经济与管理,2011(4):43-50,50.
[11]李玉蕾,袁乐平.战略人力资源管理对企业绩效的影响研究[J].统计研究,2013(10):92-96.
[12]ZHU C J,COOPER B K,THOMSON S B,et al.Strategic integration of HRM and firm performance in a changing environment in China:the impact of organisational effectiveness as a mediator[J].The International Journal of Human Resource Management,2013,24(15):2985-3001.
[13]LAWLER E E,MOHRMAN S A.HR as a strategic partner:what does it take to make it happen?[J].Human Resource Planning,2003,26(3):15-29.
[14]WRIGHT P M,MCMAHAN G C,SNELL S A,et al.Comparing line and HR executives'perceptions of HR effectiveness:services,roles,and contributions[J].Human Resource Management,2001,40(2):111-123.
[15]ULRICH D,BROCKBANK W,JOHNSON D,et al.HR competencies:mastery at the intersection of people and business[M].Virginia:Society for Human Resource Management,2008.
[16]ULRICH D.A new mandate for human resources[J].Harvard Business Review,1998,76(1):124-134.
[17]LEPAK D P,TAKEUCHI R,SNELL S A.Employment flexibility and firm performance:examining the interaction effects of employment mode,environmental dynamism,and technological intensity[J].Journal of Management,2003,29(5):681-703.
[18]ZHANG B,MORRIS J L.High-performance work systems and organizational performance:testing the mediation role of employee outcomes using evidence from PR China[J].The International Journal of Human Resource Management,2014,25(1):68-90.
[19]KAHN R L,WOFE D M,QUINN R P,et al.Organizational stress:studies in role conflict and ambiguity[M].New York:John Wiley&Sons,1964.
[20]MACHIN J L J.A contingent methodology for management control[J].Journal of Management Studies,1979,16(1):1-29.
[21]MANTERE S.Role expectations and middle manager strategic agency[J].Journal of Management Studies,2008,45(2):294-316.
[22]SHANOCK L R,BARAN B E,GENTRY W A,et al.Erratum to:polynomial regression with response surface analysis:a powerful approach for examining moderation and overcoming limitations of difference scores[J].Journal of Business and Psychology,2014,29(1):161-161.
[23]EDWARDS J R.Polynomial regression and response surface methodology[M]∥OSTROFF C,JUDGE T A.Perspectives on organizational fit.San Francisco:Jossey-Bass,2007:361-372.
[24]SASS D A,SMITH P L.The effects of parceling unidimensional scales on structural parameter estimates in structural equation modeling[J].Structural Equation Modeling:A Multidisciplinary Journal,2006,13(4):566-586.
[25]PODSAKOFF P M,MACKENZIE S B,LEE J Y,et al.Common method biases in behavioral research:a critical review of the literature and recommended remedies[J].Journal of Applied Psychology,2003,88(5):879-903.
[26]SU Z,WRIGHT P M.The effective human resource management system in transitional China:a hybrid of commitment and control practices[J].The International Journal of Human Resource Management,2012,23(10):2065-2086.
[27]ZHOU Y,LIU X,HONG Y.When Western HRM constructs meet Chinese contexts:validating the pluralistic structures of human resource management systems in China[J].The International Journal of Human Resource Management,2012,23(19):3983-4008.
[28]ZHU C J,COOPER B K,THOMSON S B,et al.Strategic integration of HRM and firm performance in a changing environment in China:the impact of organisational effectiveness as a mediator[J].The International Journal of Human Resource Management,2013,24(15):2985-3001.
[29]ZHANG Y,DOLAN S,LINGHAM T,et al.International strategic human resource management:a comparative case analysis of spanish firms in China[J].Management and Organization Review,2009,5(2):195-222.
[30]李隽,李新建,王玉姣.人力资源管理角色发展动因的多视角分析与研究展望[J].外国经济与管理,2014(5):40-49,80.
[31]AKHTAR S,DING D Z,GE G L.Strategic HRM practices and their impact on company performance in Chinese enterprises[J].Human Resource Management,2008,47(1):15-32.
[32]BECKER B,GERHART B.The impact of human resource management on organizational performance:progress and prospects[J].Academy of Management Journal,1996,39(4):779-801.
[33]BJRKMAN I,FAN X.Human resource management and the performance of Western firms in China[J].The International Journal of Human Resource Management,2002,13(6):853-864.
[34]DELANEY J T,HUSELID M A.The impact of human resource management practices on perceptions of organizational performance[J].Academy of Management Journal,1996,39(4):949-969.
© 2004-2018 中国地质图书馆版权所有 京ICP备05064691号 京公网安备11010802017129号 地址：北京市海淀区学院路29号 邮编：100083 电话：办公室：(+86 10)66554848；文献借阅、咨询服务、科技查新：66554700 |