战略人力资源管理的匹配模型及影响效应——环境不确定性的调节作用
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摘要
本研究将战略导向与人力资源管理系统(H R MS)的匹配模型运用到战略人力资源管理的研究领域中,并运用江浙沪地区462份装备制造企业的样本数据,检验了战略人力资源管理对企业绩效的作用机制。研究发现:(1)合作型HR MS或承诺型HR MS均对创业导向具有正向影响,而市场型H R MS或控制型H R MS均对市场导向具有正向影响;(2)合作型H R MS或承诺型HRMS与创业导向的两条匹配路径分别对企业绩效具有正向影响,但环境不确定性在这两种匹配与企业绩效关系中都不具有调节作用;(3)市场型H R MS或控制型H R MS与市场导向的两条匹配路径分别对企业绩效具有正向影响,且环境不确定性在这两种匹配与企业绩效的关系中具有强化作用。研究结果丰富了人力资源管理与战略管理的交叉融合研究,为推进基于权变观的人力资源实践对组织绩效作用过程机制的观点提供了经验证据,也为战略人力资源管理在不确定性环境中的发展和应用提供了重要启示。
With the rapid development of information technology and the acceleration of economic globalization, Chinese enterprises have entered the new stage of strategic human resource management(SHRM). SHRM not only emphasizes the internal matching in a series of HRMs, but also emphasizes the external matching between HRM and corporate strategy. The heterogeneity of this internal and external matching structure of SHRM means that the effect of SHRM on enterprise performance has strict boundary conditions. This study introduces the fit model between strategic orientation and human resource management system(HRMS) into the field of strategic human resource management. It also uses 462 sample data from equipment manufacturing enterprises in Jiangsu, Zhejiang and Shanghai to examine the mechanism of strategic human resource management on firm performance. The results show that,(1) collaborative HRMS or commitment-based HRMS have a positive impact on entrepreneurial orientation respectively, and market HRMS or compliance-based HRMS have a positive impact on market orientation respectively;(2) Two matching paths between collaborative HRMS or Commitment-based HRMS and Entrepreneurial Orientation have a positive impact on Firm Performance respectively, while environmental uncertainty has no moderating role on the relationship between the two matches and firm performance;(3)Two matching paths between market HRMS or compliance-based HRMS and market orientation have a positive impact on firm performance respectively, and environmental uncertainty moderates the relationship between the two matches and firm performance. This study reveals the linkage mechanism between HRM and strategic orientation, the results provide a theoretical and methodological contribution to the study of relationship between SHRM and firm performance. Firstly, this research constructs the SHRM construct, which is the matching of the HRMS type and the strategic orientation type, and enriches the existing strategic human resource management connotation system. Secondly, this research examines the impact of SHRM on enterprise performance under the above matching model, and refines the role of "strategic orientation-HRMS-enterprise performance". Thirdly, it examines the moderating effect of environmental uncertainty in the relationship between HRMS-strategic orientation and firm performance, and this research identifies an important boundary condition for manufacturing companies in implementing SHRM and strategic management. The results also provide important guidance to the development and application of strategic human resource management in uncertain environment. To improve the enterprise performance, enterprises should pay attention to the dynamic combination of HRMS and internal and external environment, and choose the appropriate matching model of HRMS and strategic orientation.
With the rapid development of information technology and the acceleration of economic globalization, Chinese enterprises have entered the new stage of strategic human resource management(SHRM). SHRM not only emphasizes the internal matching in a series of HRMs, but also emphasizes the external matching between HRM and corporate strategy. The heterogeneity of this internal and external matching structure of SHRM means that the effect of SHRM on enterprise performance has strict boundary conditions. This study introduces the fit model between strategic orientation and human resource management system(HRMS) into the field of strategic human resource management. It also uses 462 sample data from equipment manufacturing enterprises in Jiangsu, Zhejiang and Shanghai to examine the mechanism of strategic human resource management on firm performance. The results show that,(1) collaborative HRMS or commitment-based HRMS have a positive impact on entrepreneurial orientation respectively, and market HRMS or compliance-based HRMS have a positive impact on market orientation respectively;(2) Two matching paths between collaborative HRMS or Commitment-based HRMS and Entrepreneurial Orientation have a positive impact on Firm Performance respectively, while environmental uncertainty has no moderating role on the relationship between the two matches and firm performance;(3)Two matching paths between market HRMS or compliance-based HRMS and market orientation have a positive impact on firm performance respectively, and environmental uncertainty moderates the relationship between the two matches and firm performance. This study reveals the linkage mechanism between HRM and strategic orientation, the results provide a theoretical and methodological contribution to the study of relationship between SHRM and firm performance. Firstly, this research constructs the SHRM construct, which is the matching of the HRMS type and the strategic orientation type, and enriches the existing strategic human resource management connotation system. Secondly, this research examines the impact of SHRM on enterprise performance under the above matching model, and refines the role of "strategic orientation-HRMS-enterprise performance". Thirdly, it examines the moderating effect of environmental uncertainty in the relationship between HRMS-strategic orientation and firm performance, and this research identifies an important boundary condition for manufacturing companies in implementing SHRM and strategic management. The results also provide important guidance to the development and application of strategic human resource management in uncertain environment. To improve the enterprise performance, enterprises should pay attention to the dynamic combination of HRMS and internal and external environment, and choose the appropriate matching model of HRMS and strategic orientation.
引文
[1]王重鸣,李凯.企业组织变革特征、人力资源策略与变革应对行为的实验研究:组织学习的视角.应用心理学,2011,17(2):99-100.
[2]Wright,P.,Snell,S..Toward a Unifying Framework for Exploring Fit and Flexibility in Strategic Human Resource Management.Academy of Management Review,1998,23(4):756-772.
[3]Som,A..What Drives Adoption of Innovative SHRM Practices in Indian Organizations.International Journal of Human Resource Management,2007,18(5):808-828.
[4]Jackson,S.,Schuler,R.,Rivero,J..Organizational Characteristics as Predictors of Personnel Practices.Personnel Psychology,1989,42(4):727-786.
[5]毛海涛,钱学锋,张洁.企业异质性、贸易自由化与市场扭曲.经济研究,2018,53(2):170-184.
[6]赵曙明,高素英,耿春杰.战略国际人力资源管理与企业绩效关系研究--基于在华跨国企业的经验证据.南开管理评论,2011,14(1):28-35.
[7]Lepak,D.,Snell,S..Examining the Human Resource Architecture:The Relationships among Human Capital,Employment,and Human Resource Configurations.Journal of Management,2002,28(4):517-543.
[8]Delery,J.E.,Doty,D.H..Modes of Theorizing in Strategic Human Resource Management:Tests of Universalistic,Contingency,and Configurational Performance Predictions.Academy of Management Journal,1996,39(4):802-835.
[9]王红椿,刘学,刘善仕.合作型人力资源管理的构念及其影响效应研究.管理学报,2015,12(11):1614-1622.
[10]Kim,A.,Lee,C..How Does HRM Enhance Strategic Capabilities?Evidence from the Korean Management Consulting Industry.The International Journal of Human Resource Management,2012,23(1):126-146.
[11]Venkatara,N..Strategic Orientation of Business Enterprises:The Construct,Dimensionality,and Measurement.Management Science,1989,35(8):942-962.
[12]Menguc,B.,Auh,S.,Fisher,M..To Be Engaged or not to Be Engaged:The Antecedents and Consequences of Service Employee Engagement.Journal of Business Research,2013,66(11):2163-2170.
[13]Miles,M.,Arnold,D..The Relationship between Marketing Orientation and Entrepreneurial Orientation.Entrepreneurship Theory and Practice,1991,15(4):49-65.
[14]刘小浪,刘善仕,王红丽.关系如何发挥组织理性--本土企业差异化人力资源管理构型的跨案例研究.南开管理评论,2016,19(2):124-136.
[15]李巍.战略导向均衡对产品创新与经营绩效影响研究.科研管理,2015,36(1):143-151.
[16]朱瑜,吕阳,王雁飞,王丽璇.教练型领导如何影响员工创新?心理学报,2018,50(3):327-333.
[17]Collins,C.,Smith,K..Knowledge Exchange and Combination:The Role of Human Resource Practices in the Performance of High-technology Firms.Academy of Management Journal,2006,49(3):544-560.
[18]孙永磊,陈劲,宋晶.双元战略导向对企业资源拼凑的影响研究.科学学研究,2018,36(4):684-690.
[19]彭伟,唐康丹,符正平.组织双元性视角下海归创业企业战略导向与双重网络嵌入关系研究.管理学报,2017,14(11):1662-1671.
[20]刘薇,向婷婷.高参与人力资源实践与员工学习的关系.经济管理,2018,40(1):109-122.
[21]范秀成.外商投资企业人力资源管理与绩效关系研究.管理科学学报,2003,6(2):55-59.
[22]吴晓波,陈小玲,李璟琰.战略导向、创新模式对企业绩效的影响机制研究.科学学研究,2015,1(1):118-127.
[23]Dess,G.G.,Shaw,J.D..Voluntary Turnover,Social Capital and Organizational Performance.Academy of Management Review,2008,26(3):446-456.
[24]阎海峰,陈灵燕.承诺型人力资源管理实践、知识分享和企业创新的关系研究.南开管理评论,2010,13(5):92-98.
[25]丁贺,林新奇,徐洋洋.基于优势的心理氛围对创新行为的影响机制研究.南开管理评论,2018,21(1):28-38.
[26]Argote,L.,McEvily,B.,Reagans,R..Special Issue on Managing Knowledge in Organizations:Creating,Retaining,and Transferring Knowledge.Management Science,2003,49(4):571-582.
[27]张正堂,刘宁,丁明智.领导非权变惩罚行为对员工组织认同影响的实证研究.管理世界,2018,34(1):127-138.
[28]Montani,S.,Leonardi,G.,Striani,M..Multi-level Abstraction for Trace Comparison and Process Discovery.Expert Systems with Applications,2017,81(C):398-409.
[29]程聪,谢洪明.市场导向与企业绩效:一项元分析的检验.南开管理评论,2013,16(6):38-46.
[30]陈冬华,范从来,沈永建.高管与员工:激励有效性之比较互动.管理世界,2015,31(5):160-171.
[31]Guzzini,E.,Iacobucci,D..Ownership as R&D Incentive in Business Groups.Small Business Economics,2014,43(1):119-135.
[32]Miller,D.,Friesen,H.P..Innovation in Conservative and Entrepreneurial Firms:Two Models of Strategic Momentum.Strategic Management Journal,1982,3(1):1-25.
[33]余浩,陈劲.战略导向、互博意愿与产品创新绩效关系研究.科研管理,2012,33(5):1-7.
[34]Song,M..Marketing and Technology Resource Complementarity:An Analysis of Their Interaction Effect in Two Environmental Contexts.Strategic Management Journal,2005,26(3):259-276.
[35]Michael,A,.Sheppeck,J..Strategic Configurational Performance.Human Resource Management,2000,39(1):5-16.
[36]Harrison,C.,Paul,S.,Burnard,K..Entrepreneurial Leadership in Retail Pharmacy:Developing Economy Perspective.Journal of Workplace Learning,2016,28(3):150-167.
[37]唐国华,孟丁.环境不确定性对开放式技术创新战略的影响.科研管理,2015,36(5):21-28.
[38]Keskin,H.,Akgün,A.E.,Byrne,J..Organizational Emotional Memory.Management Decision,2012,50(50):95-114.
[39]Chen,T.,Li,F.,Leung,K..When Does Supervisor Support Encourage Innovative Behavior?Opposite Moderating Effects of General Self-efficacy and Internal Locus of Control.Personnel Psychology,2016,69(1):129-38.
[40]Narver,J.,Slater,F..The Effect of a Market Orientation on Business Profitability.Journal of Marketing,1990,54(10):20-35.
[41]Lumpkin,G.,Dess,G.G..Linking Two Dimensions of Entrepreneurial Orientation to Firm Performance:The Moderating Role of Environment and Industry Life Cycle.Journal of Business Venturing,2001,6(3):429-451.
[42]Kevin,Z.,Gerald Y.,Zhilin Y.,Nan Z..Developing Strategic Orientation in China:Antecedents and Consequences of Market and Innovation Orientations.Journal of Business Research,2005,58(5):1049-1058.
[43]刘善仕,彭娟,邝颂文.人力资源管理系统、组织文化与组织绩效的关系研究.管理学报,2010,7(9):1283-1285.
[44]赵曙明,孙秀丽.中小企业CEO变革型领导行为、战略人力资源管理与企业绩效.南开管理评论,2016,19(5):66-76.
[45]Bedwell,W.,Wildman,J.,Diazgranados,D..Collaboration at Work:An Integrative Multi-level Conceptualization.Human Resource Management Review,2012,22(2):128-145.
[46]Chuang,C.,Chen,S.,Chuang,C..Human Resource Management Practices and Organizational Social Capital:The Role of Industrial Characteristics.Journal of Business Research,2013,66(5):678-687.
[47]Mumin,D.,Benedetto,A..Team Intuition as a Continuum Construct and New Product Creativity:The Role of Environmental Turbulence,Team Experience,and Stress.Research Policy,2011,40(11):276-286.
[48]Lee,P.,Chen,Q.,Daekwan,K.,Jean,L..Knowledge Transfer between Multinational Corporations`Headquarters and Their Subsidiaries:Influences on and Implications for New Product Outcomes.Journal of International Marketing,2008,16(2):1-31.
[49]Zhang,Y.,Li,S..High Performance Work Practices and Firm Performance:Evidence from the Pharmaceutical Industry in China.International Journal of Human Resource Management,2009,20(11):2331-2348.
[2]Wright,P.,Snell,S..Toward a Unifying Framework for Exploring Fit and Flexibility in Strategic Human Resource Management.Academy of Management Review,1998,23(4):756-772.
[3]Som,A..What Drives Adoption of Innovative SHRM Practices in Indian Organizations.International Journal of Human Resource Management,2007,18(5):808-828.
[4]Jackson,S.,Schuler,R.,Rivero,J..Organizational Characteristics as Predictors of Personnel Practices.Personnel Psychology,1989,42(4):727-786.
[5]毛海涛,钱学锋,张洁.企业异质性、贸易自由化与市场扭曲.经济研究,2018,53(2):170-184.
[6]赵曙明,高素英,耿春杰.战略国际人力资源管理与企业绩效关系研究--基于在华跨国企业的经验证据.南开管理评论,2011,14(1):28-35.
[7]Lepak,D.,Snell,S..Examining the Human Resource Architecture:The Relationships among Human Capital,Employment,and Human Resource Configurations.Journal of Management,2002,28(4):517-543.
[8]Delery,J.E.,Doty,D.H..Modes of Theorizing in Strategic Human Resource Management:Tests of Universalistic,Contingency,and Configurational Performance Predictions.Academy of Management Journal,1996,39(4):802-835.
[9]王红椿,刘学,刘善仕.合作型人力资源管理的构念及其影响效应研究.管理学报,2015,12(11):1614-1622.
[10]Kim,A.,Lee,C..How Does HRM Enhance Strategic Capabilities?Evidence from the Korean Management Consulting Industry.The International Journal of Human Resource Management,2012,23(1):126-146.
[11]Venkatara,N..Strategic Orientation of Business Enterprises:The Construct,Dimensionality,and Measurement.Management Science,1989,35(8):942-962.
[12]Menguc,B.,Auh,S.,Fisher,M..To Be Engaged or not to Be Engaged:The Antecedents and Consequences of Service Employee Engagement.Journal of Business Research,2013,66(11):2163-2170.
[13]Miles,M.,Arnold,D..The Relationship between Marketing Orientation and Entrepreneurial Orientation.Entrepreneurship Theory and Practice,1991,15(4):49-65.
[14]刘小浪,刘善仕,王红丽.关系如何发挥组织理性--本土企业差异化人力资源管理构型的跨案例研究.南开管理评论,2016,19(2):124-136.
[15]李巍.战略导向均衡对产品创新与经营绩效影响研究.科研管理,2015,36(1):143-151.
[16]朱瑜,吕阳,王雁飞,王丽璇.教练型领导如何影响员工创新?心理学报,2018,50(3):327-333.
[17]Collins,C.,Smith,K..Knowledge Exchange and Combination:The Role of Human Resource Practices in the Performance of High-technology Firms.Academy of Management Journal,2006,49(3):544-560.
[18]孙永磊,陈劲,宋晶.双元战略导向对企业资源拼凑的影响研究.科学学研究,2018,36(4):684-690.
[19]彭伟,唐康丹,符正平.组织双元性视角下海归创业企业战略导向与双重网络嵌入关系研究.管理学报,2017,14(11):1662-1671.
[20]刘薇,向婷婷.高参与人力资源实践与员工学习的关系.经济管理,2018,40(1):109-122.
[21]范秀成.外商投资企业人力资源管理与绩效关系研究.管理科学学报,2003,6(2):55-59.
[22]吴晓波,陈小玲,李璟琰.战略导向、创新模式对企业绩效的影响机制研究.科学学研究,2015,1(1):118-127.
[23]Dess,G.G.,Shaw,J.D..Voluntary Turnover,Social Capital and Organizational Performance.Academy of Management Review,2008,26(3):446-456.
[24]阎海峰,陈灵燕.承诺型人力资源管理实践、知识分享和企业创新的关系研究.南开管理评论,2010,13(5):92-98.
[25]丁贺,林新奇,徐洋洋.基于优势的心理氛围对创新行为的影响机制研究.南开管理评论,2018,21(1):28-38.
[26]Argote,L.,McEvily,B.,Reagans,R..Special Issue on Managing Knowledge in Organizations:Creating,Retaining,and Transferring Knowledge.Management Science,2003,49(4):571-582.
[27]张正堂,刘宁,丁明智.领导非权变惩罚行为对员工组织认同影响的实证研究.管理世界,2018,34(1):127-138.
[28]Montani,S.,Leonardi,G.,Striani,M..Multi-level Abstraction for Trace Comparison and Process Discovery.Expert Systems with Applications,2017,81(C):398-409.
[29]程聪,谢洪明.市场导向与企业绩效:一项元分析的检验.南开管理评论,2013,16(6):38-46.
[30]陈冬华,范从来,沈永建.高管与员工:激励有效性之比较互动.管理世界,2015,31(5):160-171.
[31]Guzzini,E.,Iacobucci,D..Ownership as R&D Incentive in Business Groups.Small Business Economics,2014,43(1):119-135.
[32]Miller,D.,Friesen,H.P..Innovation in Conservative and Entrepreneurial Firms:Two Models of Strategic Momentum.Strategic Management Journal,1982,3(1):1-25.
[33]余浩,陈劲.战略导向、互博意愿与产品创新绩效关系研究.科研管理,2012,33(5):1-7.
[34]Song,M..Marketing and Technology Resource Complementarity:An Analysis of Their Interaction Effect in Two Environmental Contexts.Strategic Management Journal,2005,26(3):259-276.
[35]Michael,A,.Sheppeck,J..Strategic Configurational Performance.Human Resource Management,2000,39(1):5-16.
[36]Harrison,C.,Paul,S.,Burnard,K..Entrepreneurial Leadership in Retail Pharmacy:Developing Economy Perspective.Journal of Workplace Learning,2016,28(3):150-167.
[37]唐国华,孟丁.环境不确定性对开放式技术创新战略的影响.科研管理,2015,36(5):21-28.
[38]Keskin,H.,Akgün,A.E.,Byrne,J..Organizational Emotional Memory.Management Decision,2012,50(50):95-114.
[39]Chen,T.,Li,F.,Leung,K..When Does Supervisor Support Encourage Innovative Behavior?Opposite Moderating Effects of General Self-efficacy and Internal Locus of Control.Personnel Psychology,2016,69(1):129-38.
[40]Narver,J.,Slater,F..The Effect of a Market Orientation on Business Profitability.Journal of Marketing,1990,54(10):20-35.
[41]Lumpkin,G.,Dess,G.G..Linking Two Dimensions of Entrepreneurial Orientation to Firm Performance:The Moderating Role of Environment and Industry Life Cycle.Journal of Business Venturing,2001,6(3):429-451.
[42]Kevin,Z.,Gerald Y.,Zhilin Y.,Nan Z..Developing Strategic Orientation in China:Antecedents and Consequences of Market and Innovation Orientations.Journal of Business Research,2005,58(5):1049-1058.
[43]刘善仕,彭娟,邝颂文.人力资源管理系统、组织文化与组织绩效的关系研究.管理学报,2010,7(9):1283-1285.
[44]赵曙明,孙秀丽.中小企业CEO变革型领导行为、战略人力资源管理与企业绩效.南开管理评论,2016,19(5):66-76.
[45]Bedwell,W.,Wildman,J.,Diazgranados,D..Collaboration at Work:An Integrative Multi-level Conceptualization.Human Resource Management Review,2012,22(2):128-145.
[46]Chuang,C.,Chen,S.,Chuang,C..Human Resource Management Practices and Organizational Social Capital:The Role of Industrial Characteristics.Journal of Business Research,2013,66(5):678-687.
[47]Mumin,D.,Benedetto,A..Team Intuition as a Continuum Construct and New Product Creativity:The Role of Environmental Turbulence,Team Experience,and Stress.Research Policy,2011,40(11):276-286.
[48]Lee,P.,Chen,Q.,Daekwan,K.,Jean,L..Knowledge Transfer between Multinational Corporations`Headquarters and Their Subsidiaries:Influences on and Implications for New Product Outcomes.Journal of International Marketing,2008,16(2):1-31.
[49]Zhang,Y.,Li,S..High Performance Work Practices and Firm Performance:Evidence from the Pharmaceutical Industry in China.International Journal of Human Resource Management,2009,20(11):2331-2348.