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Barry, Shane Charles Francis. "Exploring the Human Resource Management Employee Performance Relationship." Thesis, Griffith University, 2009. http://hdl.handle.net/10072/366866.
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Understanding the relationship between Human Resource Management (HRM) and the performance of organisations has been an ongoing area of interest within management fields. Important in this domain has been ‘the black box’, the unknown construct of connections between HRM and performance, an area which has remained unable to be fully ‘illuminated’ by researchers. The significance of this being, that in increasingly competitive local, national and global markets, it is critically important for organisations to efficiently and effectively manage all forms of resources ’ involved in their operations. Here, human resources play an intrinsically pivotal role.
To explore ‘the black box’, and with a refinement to the HRM/performance relationship, this research was driven by an overarching research question which was: What relationship/s did HRM have with employee performance? Focusing on employee performance allowed for the broad performance construct to be more discernable, providing an opportunity to better consider its potential relationships with HRM. To further guide this exploration, research objectives were developed to address unresolved needs in this field to: better conceptualise HRM and employee performance, develop a theoretical model which would assist in explaining the HRM/performance relationship, posit an explanation of the resolution to ‘the black box’, posit an effective methodology with which to research allied phenomena...Thesis (PhD Doctorate)
Doctor of Philosophy (PhD)
Griffith Business School
Department of Management
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Herdman, Andrew Orr. "Explaining the Relationship Between the HR System and Firm Performance: a Test of the Strategic HRM Framework." Diss., Virginia Tech, 2008. http://hdl.handle.net/10919/26009.
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Recent meta-analytic treatments of the Strategic Human Resource Management literature suggest a relationship between the adoption of â high-commitmentâ HR practices and organization level performance outcomes (Combs, Lui, Hall & Ketchen, 2006). However, there is considerable variability in the manner in which the HR system construct is conceptualized and measured (Arthur & Boyles, 2007; Delaney & Huselid, 1996). Further, relative little attention has been given to how these systems of HR practices operate to influence organizational outcomes (Ostroff & Bowen, 2000). Drawing on the extant SHRM literature, the present study attempts to lend clarity to these issues by specifying and assessing a number of unique measures of the HR system. Several attitudinal, motivation and behavioral employee outcomes are also identified and assessed as possible mediators between the HR system measures and organizational outcomes. An integrated model proposing relationships both among these measures and their effects on various organizational outcomes is offered and tested.
Data obtained from 202 hotel locations provided mixed support for the proposed model of relationships. However, results generally support the relationships between measures of the HR System and important organizational outcomes. Findings also reinforce the utility of expanding the measurement of the HR system beyond the formally established HR programs, the need to better understand intra-organizational variability in HR systems along functional lines and the challenges and opportunities inherent in multi-respondent designs. Finally, the failure to demonstrate the mediating role of the specified human capital characteristics in HRâ s relationship with firm performance presents a continued challenge to future research to effectively model this relationship.Ph. D.
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Thneibat, Motasem M. M. "The Relationship between HRM Practices and Innovation: Perceptions of Employees in the Telecommunications Industry in Jordan." Thesis, University of Bradford, 2016. http://hdl.handle.net/10454/17141.
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The purpose of this research is to provide a better understanding of the relationship between human resource management (HRM) practices and innovation. This research responds to calls in the literature on HRM and innovation to consider a wider number of HRM practices that have previously been neglected and are likely to produce a positive impact on innovation awareness and commitment (Shipton et al., 2006; Zhao et al., 2012). Therefore, the research is concerned with a wide number of HRM practices and their impact on innovation awareness and commitment. The underpinning rationale is that while previous studies have revealed that HRM practices can be significant for innovation, these studies are not inclusive, and the research is still scant and in its early stages as there has been a lack of consideration of a comprehensive range of HRM practices (Shipton et al., 2006). In simple terms, previous studies have looked at the relationship between HRM practices and innovation based on a limited number of practices and at the macro or inter-organisational level. Therefore, the fundamental contribution of this thesis is the shift in perspective. While previous research has looked at a limited number of HRM practices that largely appear to be borrowed from high-performance work systems (HPWs), this thesis considers a wider range of practices that can impact on innovation at the intra-organisational level – more specifically, to study employees’ perceptions of HRM practices that may promote innovation awareness and commitment. Innovation awareness and commitment refers to the extent to which the organisation is engaged in innovation. Degree of innovativeness and the open innovation approach are studied in this research, to determine whether HRM practices can impact on radical or incremental open innovation. Additionally, departmental differences are considered in this thesis: that is whether employees in different departments have different perceptions of the extent to which HRM practices promote innovation’. To this end, the data set was obtained from two research phases. A quantitative survey was distributed to 280 employees in a Jordanian telecommunications company. Findings from the first phase of the research indicated a number of new HRM practices that were not recognised by previous studies. This research found a positive impact of HRM practices in promoting innovation, as perceived by employees. HPWs, HRM hygiene factors, motivation and communication were perceived by employees to promote innovation in their organisation. The results show that the relationship between HRM practices and innovation is perceived by employees to promote the origins of innovation, specifically open innovation and radical innovation. No support was found for expectations and sharing information to promote innovation. Phase two of the research consisted of semi-structured interviews conducted with senior managers and employees in the same company that participated in phase one. In phase two of the research, the interviews provided better insights and explanations of the results and findings from the survey questionnaire. The results from phase two confirmed the findings from the statistical analysis, and a distinctive finding was the differences between managers’ and employees’ perceptions of HRM practices. Employees identified or perceived practices that are related to their performance and that enable them to develop their levels of motivation and commitment. Managers identified practices that work in the favour of the organisation, with less focus on employee needs. This was clear when comparing which practices and indications were mentioned by managers and employees.
It is worth mentioning here that, given the relatively close conceptualisation in the literature that innovation is a form of organisational performance, this thesis does not intend to rebrand ‘performance’ as ‘innovation’ per se. This is especially in this research as it seeks to understand the relationship between HRM practices and innovation by looking at employees’ perceptions of HRM practices that may promote innovation and cause their company to be perceived as an innovative workplace.
This research is probably the first attempt to study the role of a comprehensive list of HRM practices in influencing innovation by considering employees’ perceptions of HRM practices that may promote innovation. Moreover, the intra-organisational level was considered, along with departments, degree of innovativeness (radical-incremental innovation) and types of innovation approach (open vs closed).
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Suebwongpat, Im. "The Role of HRM System and Organisational Culture in Employee Engagement and Organisational Performance." Thesis, University of Canterbury. Psychology, 2014. http://hdl.handle.net/10092/9032.
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Work engagement is a desirable attribute of employees that organisations must attempt to foster and enhance. Engaged employees are focused and fully immersed in their tasks, resilient to high levels of job demands, and experience a sense of pride and meaningfulness within their work. Therefore, it is important that organisations understand the mechanisms that enhance work engagement, particularly whether and how its HRM systems contribute to levels of engagement. The present study examined the contributions of HRM systems to engagement. Furthermore, although organisations implement HRM systems with the purpose of increasing the performance of their workforce, empirical evidence supporting the relationship between HRM systems and organisational performance is scarce, therefore this is also a focus of this study. Additionally, organisational culture will be investigated as the social context that enhances engagement and performance beyond the effects of existing HRM systems. Hence, this study explored the role of HRM systems and organisational culture on employee engagement and perceived organisational performance.
Ninety-seven Thai employees from various organisations completed an internet- based survey. Results from multiple regressions suggest that engagement can be maintained or enhanced to the extent that employees are offered responsibility in the organisation and participate less in job training, and that the organisational culture is one that focuses on flexibility, individualism, entrepreneurship, and innovativeness. Moreover, the findings show a positive association between organisational performance and opportunities for advancement, job security, and competitive and goal oriented organisational culture. The limitations and implications of this study were addressed, along with recommendations for future research.
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Dahle, Ragnhild. "Local Labor and Laowai Management : Chinese Employee Perspectives and Multinationals’ HRM performance." Thesis, Norges teknisk-naturvitenskapelige universitet, Institutt for tverrfaglige kulturstudier, 2011. http://urn.kb.se/resolve?urn=urn:nbn:no:ntnu:diva-13010.
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Pass, Sarah. "Looking inside the 'black box' : employee opinions of HRM/HPWS and organisational performance." Thesis, Cardiff University, 2004. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.427799.
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Petzer, Liane. "The relationship between authentic leadership and employee performance." Thesis, Rhodes University, 2018. http://hdl.handle.net/10962/59467.
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The impact of a leader on his or her followers has been a topic of much research and therefore organizations, including the financial services sector in South Africa, are placing more and more emphasis on what this leadership construct looks like. Research suggests that Authentic Leadership might be a new kind of leadership approach that the world is looking for. This study aims to establish the possible relationship between an authentic leader and the impact the leader’s behaviour has on the performance of his or her employee. The study further attempts to establish if satisfaction can play a mediating role in the relationship between authentic leadership and the performance of an employee. The research used two established research instruments, namely the Authentic Leadership Questionnaire (ALQ), as well as a section of Freese and Schalk’s (2008) psychological contract questionnaire relating to satisfaction specifically. Respondents were also requested to indicate their most recent performance rating. The study was conducted within the financial sector based in the Eastern and Southern Cape with a total population of 1077 employees across all business units, job grades, race, age, education and gender. The study established a significant positive relationship between authentic leadership and employee performance. A further significant positive relationship was established between authentic leadership and satisfaction. However, no relationship could be established between satisfaction and performance, thereby indicating that satisfaction was not a mediator of the relationship between authentic leadership and employee performance. In conclusion, recommendations for management practice and for further research are made.
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Derenia, Colleen Marie. "The relationship between recruitment source and employee performance." CSUSB ScholarWorks, 1992. https://scholarworks.lib.csusb.edu/etd-project/757.
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Relationships between recruitment referral sources and performance, work skills, inter-personal skills, attendance, retention, gender, ethnicity, age, etc. -- Formal recruiting (radio, tv, newspaper, employment/placement office) -- Informal recruiting (employee referrals, walk-ins, etc.).
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Åström, Lisa, and Linn Dalflo. "Case Study: The Relationship between Employee Motivation and Performance." Thesis, Umeå universitet, Företagsekonomi, 2013. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-80081.
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The primary purpose of this thesis was to explore the extent of the relationship between employee motivation and performance in a medium size organization, which produce parts for forestry machines. Empirical data was collected through the process of conducting qualitative interviews with production workers and an HR manager whom are currently employed by the studied organization. The qualitative approach was selected as a result of its ability to generate descriptive in-depth information of the studied phenomenon. Thus, the aim of the conducted interviews was to generate in-depth data regarding the interviewee’ perception and personal experience of work related motivation. The interviewees’ were asked to rank ten different factors according to their perceived importance and influence of the motivational level. The interpretation and analysis of the empirical data revealed that the interviewed production workers are primarily motivated by factors that are related to work conditions, such as the relationships with coworkers. In addition, the results indicate that the managers’ perception of employee motivation is highly inaccurate, which is congruent with previous surveys conducted by Kovach (1987). Furthermore, as the research process progressed it became evident that the production workers within the studied are predominantly motivated by extrinsic factors, which means that their motivational orientations are dominated by extrinsic factors. Thus, the findings indicate that the motivational strategy that is currently applied within the studied medium size organization is insufficient in terms of its ability to improve the production workers level of motivation and therefore the quality of the performance. Hence, the following research has generated descriptive data although further studies are required in order to fully comprehend the phenomenon of motivation.
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Gould-Williams, Julian Seymour. "The impact of 'high performance' HRM practices on employee commitment, service quality and value : a study conducted in the hotel sector." Thesis, Cardiff University, 1999. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.393968.
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Sauls, Lucretia. "The relationship between employee engagement and performance in a South African bottling company." Thesis, Nelson Mandela Metropolitan University, 2014. http://hdl.handle.net/10948/d1021171.
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Employee engagement is emerging as a critical organisational issue especially as organisations are recovering from the trauma of the global recession and constant change. Employee engagement has been an area of interest among many researchers and it has received even greater recognition among consulting firms. Therefore, there is a need for academic research on this theory to ascertain the claims of the human resource consulting firms as well as to add to the existing knowledge of employee engagement in the literature. The main aim of the research was to establish whether there is a relationship between employee engagement and performance. The methodology was based on secondary research by means of statistics for employee engagement and performance scores obtained of permanent employees from the organisation under study. A structured survey for employee engagement was used and compared over a two year period as well as performance scores over a two year period. The empirical findings of this study in terms of the relationship between employee engagement and job performance were evident in that a relationship between the variables was proved; however findings from the qualitative research suggest direct and strong relationship between employee engagement and job performance, whereas the current study has not highlighted a very strong relationship based on the empirical findings.
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Yobe, Kingsley. "The relationship between leadership and employee work performance in a Nigerian courier company." Thesis, Rhodes University, 2013. http://hdl.handle.net/10962/d1006858.
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A number of authors have portrayed leadership as a vital factor in the success or failure of an organization. Hence Bass (1994; 1997) believes that excellent organizations begin with excellent leadership and organisations reflect their leadership (Maritz, 1995). Therefore, successful organisations reflect their leadership (Maritz, 1995). In an attempt to investigate the aim of this research, various performance and leadership concepts and theories were investigated: the trait concept, behavioural approaches and situational/contingency approaches. Every one of these theories gave a different explanation to leadership. Furthermore, transactional, and transformational leadership were also discussed. The difference between these two models according to Bass and Avolio (1994) is that the work performance of the followers of transformational leadership is usually beyond expectations, while transactional leadership, at best, leads to expected performance. In terms of performance, it is argued that employee work performance can lead to a successful organisational performance. This is because several organisations attribute their business success to the work performance of their employees. According to Collis and Montgomery (1995) employee work performance has a major positive influence on organisational performance. Nevertheless, the accomplishment of an organisation is dependent on the leader’s ability to enhance human resources; hence “effective organisations require effective leadership” (Maritz, 1995). Transformational leadership was identified as the effective leadership style that can motivate workers to improve on their performance by instilling trust and confidence in them. Transformational leadership is superior to both transactional and non-transactional leadership because it makes workers loyal to the mission and vision of their organizations. Bass (1990) states “that the leadership research over the years has proved that loyalty is more powerful than tangible inducements.” Furthermore, non- transactional leaders avoid decision making, allowing their subordinates to take charge of the work process (Bass 1990). This research focuses on the relationship between leadership and employee work performance in a Nigerian Courier Company. In addressing this aim, a Nigerian Courier company was selected as the research context because of its success in the Nigerian turbulent business environment that is plagued by the country’s economic, social, and political troubles (McKern, Meza, Osayande and Denend, 2010). The research hypothesis of this research was generated to investigate leadership and employee performance. Leadership and performance were also identified as the research independent and dependent variables. Thus the research hypotheses were as follows: Hypothesis 1. Null Hypothesis: There is no significant positive linear relationship between employee performance and transformational leadership Alternative Hypothesis: There is significant positive linear relationship between employee performance and transformational leadership Hypothesis 2. Null Hypothesis: There is no significant positive linear relationship between employee performance and transactional leadership Alternative Hypothesis: There is significant positive linear relationship between employee performance and transactional leadership Hypothesis 3. Null Hypothesis: There is no significant positive linear relationship between employee performance and non-transactional leadership. Alternative Hypothesis: There is significant positive linear relationship between employee performance and non-transactional leadership. The general methodology included the use of a valid and reliable instrument known as the Multifactor Leadership Questionnaire (MLQ) and the company’s performance appraisal process. These instruments were used to collect information about employee work performance. The validity and reliability of the MLQ is not in doubt because it was formulated from the full range leadership development theory of Bass and Avolio (1997) and has been used extensively worldwide (Bass and Avolio, 1997). The research data was analysed using Statistica (StatSoft, 2011). Once the data was imported the necessary leadership factors were calculated as per the MLQ scoring key. From the eight factors a further three factors were generated namely transformational, transactional and nontransactional leadership. The data was checked and described using frequency tables and descriptive statistics, followed by correlation matrices coupled with their corresponding scatter plots. The research data was tested for consistency and reliability. Sekaran (2000) states that in order to determine the reliability of a measure one needs to test for both consistency and stability. For this research, linear correlation and regression analysis was used. The outcome of the first investigated hypothesis confirmed that there is a strong significant, positive linear relationship between employee performance and transformational leadership (ρ<0.0001). However, the findings on the null hypothesis, states that transformational leadership has no significant positive linear relationship with employee performance. The null hypothesis is REJECTED, because the model is significant at ρ<.0001. Thus, the alternative hypothesis is ACCEPTED because it concludes that there is sufficient evidence, at the 5% level of significance, that there is significant positive linear relationship between employee performance and transformational leadership. The second hypotheses found that with 5% level of significance there is no significant positive linear relationship between transactional leadership and employee performance (ρ =0.317). It must be noted that since the correlation is not significant the null hypothesis which states that there is no significant positive linear relationship between employee performance and transactional leadership was NOT REJECTED. The outcome of the third hypotheses support the null hypothesis, because the negative linear relationship between employee performance and non-transactional leadership is not significant (ρ = 0.6718). This informed the conclusion that at the 5% level of significance, there is no positive linear relationship between non-transactional leadership and employee performance. The findings of this research favour the conclusion drawn by Brand, Heyl and Maritz (2000) that suggested a more significant relationship between transformational leadership and employee performance, than any other leadership style. Evidence put together in the retail and manufacturing sector of South Africa, and the armed forces of the United States of America, Germany and Canada, point in the direction of the strong, positive effects of transformational leaders (Brand, et al., 2000). Again the effectiveness of transformational leadership can be reinforced by the research directed by Ristow, Amos and Staude (1999), which resolved that the effectiveness of transformational leadership was greater in a South African cricketing environment. Hayward, Davidson, Pascoe, Tasker, Amos and Pearse (2003) conducted research in a pharmaceutical organisation and found a positive linear relationship between transformational leadership and employee work performance. These research outcomes clarify the investigation by Pruijn and Boucher (1994) which established “that transformational leadership is an extension of transactional leadership” (Bass, 1997). The difference between these two models according to Bass and Avolio (1994) is that the work performance of supporters of transformational leadership is usually beyond expectation, while the behaviour of the supporters of transactional leadership, at best, leads to anticipated work performance. This research will be used to improve the relationship between the leaders and employees of the courier company under investigation. It will be useful for the placement of individuals to leadership positions in the company. It will also impact on how future leadership training will be conducted by the company, and of course add to the body of knowledge. This is supported by research conducted in the service sector which states that “transformational leadership affects performance over and above transactional leadership” (Geyery and Steyrer, 1998).
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Brown, Eric Adam. "Dimensions of transformational leadership and relationship with employee performance in hotel front desk staff." [Ames, Iowa : Iowa State University], 2008.
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Hayward, Brett Anthony. "Relationship between employee performance, leadership and emotional intelligence in a South African parastatal organisation." Thesis, Rhodes University, 2006. http://hdl.handle.net/10962/d1019740.
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This research investigates the relationship between employee performance, leadership and emotional intelligence in a South African parastatal. The literature provided discusses the three variables of performance, leadership and emotional intelligence. Information was gathered, using three instruments, from a sample of 160 leaders and 800 raters. The Multifactor Leadership Questionnaire was used to determine leadership style within the parastatal, while the Emotional Competency Profiler was used to determine the emotional intelligence of the leaders within the parastatal. Employee performance was captured and recorded using the parastatal’s performance appraisal process. Leadership and emotional intelligence were identified as the independent variables and employee performance as the dependent variable. Data obtained from each of the research instruments was then statistically analysed. Through linear regression analysis it was concluded that there is a significant relationship between employee performance and an emotionally intelligent, transactional leader. However, no significant linear relationship was found between employee performance and an emotionally intelligent, transformational leader. Simple correlation analysis showed that there is a relatively weak significant linear relationship between emotional intelligence and transactional leadership. Moreover, it was found that there is a very strong significant linear relationship between emotional intelligence and transformational leadership. This research therefore adds a new dimension to employee performance, leadership and emotional intelligence, since no similar study has been conducted. As this research takes place in the South African context, it contributes to the bank of findings relating to the concepts.
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Burton, Paul. "Dimensions of Social Network Position As Predictors of Employee Performance." Thesis, University of North Texas, 2007. https://digital.library.unt.edu/ark:/67531/metadc3994/.
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Research of social networks has revealed that certain components of network position can have an impact on organizational effectiveness, yet relatively little research has been conducted on network position and individual performance. This study sought to determine if a relationship exists between an employee's social network position and an individual's job performance. The participant organization was a network of individuals within an Information Technology (IT) department at a major defense company. A social network analysis (SNA) was conducted to determine the employee's network position, measured by centrality and constraint. Centrality refers to the extent to which an individual is connected to others. Constraint refers to how constrained or inhibited an individual is within the network. Performance was measured by annual appraisal ratings provided by the employee's supervisor. Hierarchical regression analysis was performed to determine relationships between the dependent variable (performance) and independent variables of centrality and constraint. Secondary variables also studied in relation to the model included education level, service years (tenure), job grade, and age. The overall model revealed 17% of variance explained. The primary predictors of network position, centrality and constraint, were not statistically significant predictors of performance ratings. Three variables, job grade, tenure and age, were found to be statistically significant predictors of employee performance. Further research is suggested to provide additional insight into the predictive value of these variables.
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Henkel, William Joseph. "A Structural Equation of Leader-Member Exchange, Employee-Supervisor Relationship, Performance Appraisal, and Career Development." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/4292.
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Some employees perceive that supervisors do not accurately reflect employees' performance or effectively differentiate among employees' performances during performance appraisals (PAs). Other employees believe the performance feedback they receive is not valuable for supporting their career development (CD). Employing leader-member exchange (LMX) theory and the distributive and interactional justice dimensions of organizational justice theory as the theoretical framework, this correlational study examined the relationships among LMX and employee-supervisor relationships (ESRs) and the relationships' influence on employees' CD through the mediating effect of employees' perceived efficacy of the PA process. Participants consisted of 44 defense contractor employees in the United States who completed a combination of 4 validated survey instruments (LMX-7, Interactional Justice, Appraisal System Satisfaction, Perceived Career Opportunity) and 1 demographic instrument. Results from the structural equation model, using partial least squares analysis, indicated significant (p < .001) positive relationships between the independent variables of LMX and ESR, the dependent mediating variable PA, and the dependent variable CD. The results indicated that a positive relationship between LMX and ESR will influence employees' CD through the mediating effect of employees' PAs. The implications for positive social change include the potential to improve communications between employees and supervisors, increase organizational performance by increasing employees' job satisfaction, potential benefiting career development for improving employees' families' quality of life, and contributions to the communities.
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Gregory, Jane Brodie. "Employee Coaching: The Importance of the Supervisor/Subordinate Relationship and Related Constructs." University of Akron / OhioLINK, 2010. http://rave.ohiolink.edu/etdc/view?acc_num=akron1267548406.
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Zacharatos, Anthea. "An organization and employee-level investigation of the relationship between high-performance work systems and workplace safety." Thesis, National Library of Canada = Bibliothèque nationale du Canada, 2002. http://www.collectionscanada.ca/obj/s4/f2/dsk3/ftp05/NQ65689.pdf.
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Fowler, Darlene. "The relationship between an organization's culture and its leadership, and the impact on employee performance and satisfaction." Online version, 2009. http://www.uwstout.edu/lib/thesis/2009/2009fowlerd.pdf.
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陳雅蓮. "The Relationships among High-Performance HRM Practices, Employee Engagement, Organizational Identification, and Employee Well-being." Thesis, 2014. http://ndltd.ncl.edu.tw/handle/29373167297912093157.
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碩士國立臺灣師範大學
科技應用與人力資源發展學系人力資源碩士在職進修專班
102
"Well-being", which includes high-positive emotions and overall life satisfaction, is an indispensable driving force to human life, and "work" is one of the factors affecting the well-being. For today's enterprises, it is important to create a healthy and happy work environment to enhance employee well-being, so employees get satisfaction in work and life and are willing to achieve the goal of the organization. However, there are many factors that affect employee well-being, which includes promotion, raise of the salary, working environment improvement and other HRM practices. In addition, previous researches showed that when an employee has high engagement and organizational identification, his/her well-being increases. The focus of this study is to investigate the correlation of the high-performance HRM practices, employee engagement, organizational identification, and employee well-being. Totally 400 questionnaires were sent to employees in Company T, 371 are effective, and the effective ratio of the questionnaires is 92.75%. The results of this study can be used as a reference for Company T in its implementation of HRM practices to enhance employee engagement and organizational identification, and thereby helps to enhance employee well-being and create positive performance for the organization. This study includes the following results: 1. The high-performance HRM practice has positive impact on employee engagement; 2. The high-performance HRM practice has positive impacts on organizational identification; 3. The employee engagement positively influences employee well-being; 4. The organizational identification positively influences employee well-being; 5. The high-performance HRM practice is positively related to employee well-being; 6. The employee engagement shows a small mediation effect on high-performance HRM practices and employee well-being; 7. The organizational identification shows a small mediation effect on high-performance HRM practices and employee well-being.
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Chen, Chien-Hao, and 陳健豪. "A Study on Relationship Between Categories of HRM Mechanisms And Employee’s Occupational Performance - In Approach of Organizational Justice." Thesis, 2003. http://ndltd.ncl.edu.tw/handle/51151291906813362120.
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碩士輔仁大學
管理學研究所
91
As a mechanism of managing people, HRM assists operation and stimulates the performance through a formal system. It also modifies employee’s attitude and behavior by affecting people’s perception of system. Present study discusses how mechanism affects perception and how the relationship between the affection and following behavior. In a perspective of contract theory, HRM mechanism represents the “investment - return” relation between an organization and its employees. The relationship includes a formal employment contract and an informal psychological contract, while the psychological contract contains the organization’s will to invest employee and organization’s expectation of employee’s return. The psychological contract affects the employment contract directly. What the present study wants to do is to investigate how employee perceives HRM mechanism and how the perception affects employee’s occupational performance. Among 1000 best enterprises in 2001, 250 companies with capital over NT$ 1 billion and employees over 500 people in electronic and information manufacturers were selected as the samples. The questionnaires are mailed to all the chosen companies to investigate employee’s justice perception and occupational behavior. There are 1250 questionnaires totally sent while 5 copies for each company. There are 229 questionnaires returned effectively, and the effectiveness ratio is 18.77%. The outcome of the research shows that there is no direct relation between HRM mechanism and occupational performance, which can be only discussed through the affection of perceived organizational justice. Besides, employee’s justice perception on HRM mechanism has a significant positive relationship with employee’s innovation, organizational commitment, organizational citizenship behavior and job satisfaction. The perception has a significant negative relationship with employee’s turnover intention. Further, whether people understand how the outcome of distribution go, the procedural justice of HRM mechanism has a great impact on individual attitude and behavior. This conclusion suggests that only if employees feel fair on the adopted HRM mechanism, they can easily perform positive occupational behavior.
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Sung, Chi-Ling, and 宋其玲. "The Relationship Among HRM Practices, Organizational Strategies, HRM Staff’s Capabilitiesand Organizaitonal Performance." Thesis, 2001. http://ndltd.ncl.edu.tw/handle/09023431797789375859.
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碩士中原大學
企業管理研究所
89
In recent years as business environment changes rapidly, the problem of Human Resource Management (HRM) has become more important. Human Resource (HR), as a source of sustained competitive advantage, is the most valuable asset in organization. Pursuing a high-performance and ongoing business concern, Human Resource Management (HRM) has become important research areas. The perspective of strategic Human Resource Management (HRM) become popular that stimulates the highly-intensive linkages between organizational strategy and Human Resource Management (HRM) practices. Then how organization can maximize HRM effectives? Insuring that members of HRM unit have the appropriate capabilities have been suggested as one way to increase the likelihood of effective HRM. This study investigated the relationships among HRM practices, organizational strategy, HR manager’s capabilities and organizational performance. The main findings are as follows: 1.There is positive relation between HRM practices and organizational performance. 2.The different strategies of organization causes difference in training、appraisals measures、salary and reward. 3.The different strategies of organization causes difference in non-finance performance. 4.Two types of HRM staff capabilities are positively correlated with HRM practices. 5.The professional HRM capabilities moderates the relationship between HRM practices and organizational performance. 6.Two types of HRM staff capabilities are positively correlated with organizational performance.
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Pan, Wei-Cheng, and 潘葦宸. "THE RELATIONSHIP BETWEEN REWARDS AND EMPLOYEE PERFORMANCE." Thesis, 2018. http://ndltd.ncl.edu.tw/handle/a92p77.
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碩士國立中山大學
人力資源管理研究所
106
Abstract This study will mainly explore the impact of monetary rewards on performance through discussions to comprehend the affiliation between sales position and non-sales people''s prospects for motivation and performance. The survey from seven random selected interviewees’ self-experience thinks it’s positive when the company would offer bonuses as a reward. Yet, monetary rewards do not essentially develop incentives; more like meeting the basic needs of individuals. There are alternative possibilities to encourage employees, such as learning development opportunities, intensifying work challenges, assigning major projects, etc. In addition, most interviewees believe that the results of performance evaluation in the current company are not reasonable as it may be. Therefore, companies ought to reinforce and implement the performance management system by improving the objective of performance evaluation, increasing employees'' confidence and recognition of this. Hence, employees can be dependable from achievements that are more convincing through associated arrangements, such as promotion, salary adjustment or learning opportunities, encouraging employee’s growth and self-improvement contributing to elevated accomplishments for the company. Keywords：rewards ,performance , motivation ,monetary rewards , improve performance
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Yung-ChingYang and 楊詠晴. "The Relationship between High Performance Work System and Employee Performance." Thesis, 2011. http://ndltd.ncl.edu.tw/handle/97065392467427984984.
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Tsai, Pei-Wen, and 蔡佩汶. "The Relationship between Employee Benefits Satisfaction and Psychological Contract and Employee Performance." Thesis, 2015. http://ndltd.ncl.edu.tw/handle/6cxyrq.
Full textAbstract:
碩士義守大學
企業管理學系
103
The purpose of this study intends to explain the relationship between employee benefits satisfaction, psychological contract and employee performance. The sample consisted of 171 employees from two main shopping centers in Kaohsiung. The data- ware analyzed by applying statistical methods, including factor analysis, descriptive Statistics, reliability, correlation, and regression. The results are as follows: 1.Employee benefits satisfaction has a positive impact on employee performance. 2.Psychological contract fulfillment and employee performance reveals positive relationships; psychological contract violation and employee performance reveals a negative relationship. 3.Psychological contract plays a partial intermediary role between employee benefit satisfaction and employee performance.
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Peng, Yu-Lun, and 彭郁倫. "The Relationship Between Employee Turnover And Financial Performance." Thesis, 2007. http://ndltd.ncl.edu.tw/handle/95485058836627029501.
Full textAbstract:
碩士臺灣大學
會計學研究所
95
Drawing upon the concepts of the balanced scorecard, this thesis examines the relationships among performance measures in the three dimensions: learning and growth, internal process, and financial results. This thesis also explores the possible lagging effects of performance in one aspect on the performance in other aspects. Using employee turnover a surrogate for employee morale and satisfaction (learning and growth), sales per employee as a surrogate for productivity, and sales return as a surrogate of quality (both for internal process performance measures), and return on assets, operating margin, and profitability (net income divided by net sales) as measures for financial results, this study collects data of listed companies in Taiwan via Taiwan Economic Journal data base for the period 2003-2005 and obtains the following findings. Focusing on the contemporaneous relationships among the three dimensions of performance measures for the year 2004, the results indicate that when productivity is used to measure the performance of internal process, employee morale and satisfaction (EMS, hereafter) does not have a significant effect on productivity, but does have a significant effect on financial results. Path analysis suggests that productivity does not mediate the relationship between EMS and financial performance. When quality is used to measure the internal process performance, EMS has a significant effect on quality, which in turn has a significant association with financial performance. EMS also has a significant association with financial performance. Path analysis suggests that EMS directly affects financial performance, and that quality partially mediates the relationship between EMS and financial performance. In exploring the possible lagging effects, this thesis first examines the effects of performance in learning and growth, and internal process both in 2004 on the financial performance in 2005, and finds no significant association between EMS and productivity. Productivity dose not have a significant lagging effect on financial performance either. The significance of the lagging association between EMS and financial performance varies with the financial measures used in the analysis. Path analysis suggests that productivity still does not have a mediating effect in the relationship between EMS and financial performance even the lagging effect is taken into consideration. Substituting productivity with quality indicates that EMS has a significant effect on quality, which generally has a significant lagging effect on financial performance. Path analysis suggests that, except for operating margin, quality mediates the lagging relationship between EMS and financial results. Repeating the above analysis but using the 2005 productivity and quality data indicates no lagging effect of EMS on productivity. EMS generally has a significant lagging effect on financial performance. Path analysis suggests no mediating effect of productivity in the lagging association between EMS and financial performance. Substituting productivity with quality indicates a significant lagging effect of EMS on quality, which in turn significantly affects financial performance. EMS generally has a significant lagging effect on financial performance. Path analysis suggests that quality mediates the lagging relationship between EMS and financial performance. Limitations and suggestions are offered.
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LIU, KUEI-LIN, and 劉桂伶. "The Relationship between Salary System and Employee Performance." Thesis, 2019. http://ndltd.ncl.edu.tw/handle/t3ssjr.
Full textAbstract:
碩士國立屏東大學
國際貿易學系碩士班
107
In recent years, the government has raised the basic salary and reduced the basic working hours. The actual wages of the current workers seem to increase, but the wage growth rate is slow, and it is offset by the rapidly rising prices, The actual disposable wages have not increased, but the salary growth as been negative situation. Whether the government has a positive impact on the adjustment of the basic wages of labor is related to the economic development of the country. It also includes the employer, the labor and the overall economy of the society. Whether the salary is too high or too low is not good for both employers and employees, but if the survival of enterprises is difficult due to the salary structure, the phenomenon of enterprise migration will inevitably lead to the problem of the unemployed population of the country. All the above factors will change the quality of life of the people. The salary system is one of the most closely related and connected organizational systems for employees. A good system can attract excellent employees encourage employees’ morale and job performance, promote the harmony of labor relations and promote the sustainable development and future of the organization. Development, the study considers the impact of salary system preferences and job performance in the development of business organizations, as well as the degree of relationship between salary system satisfaction and job performance. In addition to being motivated by wages, employees are equally important to meet the satisfaction of other goals and work content; for most people money not only meets the needs of basic survival, but also symbolizes a person’s status and power. And ability, the generous salary compensation is what the employees expect, but if it is not given, it will not improve the performance of the work. For the employer, it will become the loss of personnel costs. Therefore, it is necessary to understand the employees preference for salary intensity to exert the best incentive effect. In this study,the salary system, with reference to relevant systems and theoretical literature, formulates the scope of the salary system, including: salary payment basis, salary combination, welfare system, salary adjustment basis, and salary adjustment based on the statistical analysis method, the discussion and empirical research are carried out in order to explore the results. According to the results of this study,the enterprise salary system generally adopts a composite salary portfolio, and the position of the salary is given as the basis for salary. In the salary project, the medical care is the most implemented project in the welfare system, and the individual work performance, seniority. According to the basis of price changes, the salary is adjusted according to the ratio. On the basis of salary, employees are expected to be based on work performance. There are significant differences in salary system preferences such as age, education level, and seniority. In addition to the seniority, individual attributes have different satisfactions with the salary system; and the satisfaction of all aspects of the salary system is proportional to the performance of the work.
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Hu, Weinan, and 胡威男. "The Relationship between Employee Bonus Composition and Firm Performance after Expensing Employee Bonus." Thesis, 2011. http://ndltd.ncl.edu.tw/handle/34195609221422900331.
Full textAbstract:
碩士國立臺北大學
會計學系
99
Employee bonus plan is a powerful tool for encouraging and attracting talents in high technology industries. However, expensing employee bonus would affect the incentive of employee bonus plan. All list companies are facing on serious trials of decreasing in profitability, loyalty of employees and brain-drain problems. Therefore, how to balance employee cash bonus and stock bonus is a challenge to managers. This study selects list companies in our country (except finance and insurance companies) during 2008~2010 as sample period. By forming quartiles based on total bonus, I examine the the relationship between the bonus composition and firm profitability in quartile 4. The result indicates that the relationship between cash bonus ratio and firm performance is positive after expensing employee bonus. In other words, after expensing employee bonus, employee bonus plan still has incentive effect and the incentive of cash bonus is better than stock bonus. According to this, it is reasonable to explain that after expensing employee bonus, company chooses to pay cash bonus instead of stock bonus. This study result not only to cover insufficient documentation by using strict case analysis but also can provide company management’s reference for choosing cash bonus or stock bonus after expensing employee bonus. Thus employee bonus can make its maximum beneficial to avoid the situation that decrease employee bonus but cannot increase firm performance and it also can reduce the impact of expensing employee bonus.
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Sun, Hsien-Yueth, and 孫顯嶽. "Organizational Characteristrc,Performance Appraisal and employee''''s Attitude Relationship." Thesis, 1998. http://ndltd.ncl.edu.tw/handle/23955927261213865070.
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Su, Kuang-Tsan, and 蘇光燦. "Relationship between Employee Involvement and Performance on Lean Production." Thesis, 2016. http://ndltd.ncl.edu.tw/handle/71628173894193955008.
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碩士國立中山大學
企業管理學系研究所
104
Lean production is a systematic mode of production from Toyota production system (TPS) and has been implemented in the industry for a long time. The core of lean production is to reduce waste in production, it creating the highest value with the least process. Lean production is not just a tool for performance improvement but a complete set of business management thinking for business to pursue with minimum input to create the most value for customers. The core of this study aims to discuss the influence on the performance of lean production and how to reduce cost, speed up delivery and enhance high quality with the implementation of lean production. This study is based on Lean production model of Marin-Garcia & Bonavia (2013) and Shan & Ward(2007) added the factor of management maturity for understanding how empowerment, training, communication, contingent remuneration and management maturity cause the different influence on the performance of lean production. Data obtained from internet and 158 questionnaires were collected totally, which included 3 invalid questionnaires, and the effective rate is 98.1%. Our results show：1. Lean production has significant positive impacts on performance. 2. Empowerment and training have significant positive impacts on lean production. According to the conclusion of this research, we propose two suggestions to relative organizations as a reference. 1. Strengthening the concept of lean production and extend to all levels of the organization. 2. Accentuation training and empowerment to enhance employee’s centripetal force and corporate performance.
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Chao, Pei-Yu, and 趙珮伃. "The relationship between HRM effectiveness and organizational performance-Strategic HR role as a moderator." Thesis, 2006. http://ndltd.ncl.edu.tw/handle/h97n87.
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碩士國立中央大學
人力資源管理研究所
94
Because of the changing environment, nowadays, the roles of human resource transform from the administrative roles to the strategic roles. Furthermore, there are more and more companies rely on their intangible asset to add value. It’s also the reason why human resource is getting more and more important for organizations. Besides, companies can also improve organizational performance through effective HRM activities. The purpose of this research is to examine the relationship between HRM effectiveness and organizational performance. Moreover, the study also examines the interaction effect between HRM effectiveness and Strategic HR role on organizational performance. Total 530 questionnaires were sent to the best one thousand companies in Taiwan and 118 valid questionnaires were returned. The results indicate that HRM effectiveness is positively associated with organizational performance, and strategic HR role is positively associated with HRM effectiveness. Furthermore, the interaction effect between HRM effectiveness and Strategic HR role is positively associated with organizational performance. According to the results of the research, HRM effectiveness and the interaction effect between HRM effectiveness and Strategic HR role are positively associated with organizational performance. Organizations can enhance their HRM effectiveness and focus on the strategic HR roles to get the better organizational performance.
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Cheng, Kai－Chung, and 鄭凱中. "This study investigates the relationship among employee stock ownership, employee stock option, corporate performance." Thesis, 2005. http://ndltd.ncl.edu.tw/handle/66055252718858358820.
Full textAbstract:
碩士國立中正大學
企業管理所
93
The employee stock ownership plan (ESOP) has implemented for a long time in Taiwan, it also causes many controversial issues. During the past five years, as the option market has been established, the employee stock option (ESO) becomes one of the major compensation systems in Taiwan. According to previous literatures, ESO is benefitial for the performance of the corporations. Nevertheless, there has not been adequate evidence to demonstrate the ESO is helpful for Taiwanese to corporations. This study investigates the relationship among employee stock ownership, employee stock option, corporate performance. This work empirically examines the effects of stock ownership and stock option announcements for companies listed in the TSE. Panel data is used and the sample period is from January 2001 to December 2004. The empirical results are summarized as follows： The ESOP significantly affect the firm’s performance. But it is not effective. The ESO does not significantly affect the firm’s performance. Since ESO has just been started four years ago and is not popular at this moment, ESO does not significantly affect corporate performance.
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Chung, Chen-Chang, and 鐘振彰. "The relationship between Employee bonus policy and productivity、corporate performance." Thesis, 2005. http://ndltd.ncl.edu.tw/handle/31166163654986217437.
Full textAbstract:
碩士國立成功大學
會計學系碩博士班
93
In order to encourage employees to work hard in the company in our country , more and more firms provide employee bonus to inspire them. The firms may have two purpose, one is to remain the outstanding and suitable employees in the competitive environment；another is to let the employees effort be positive with productivity and corporate’s performance. Our study primary purpose is want to examine the relationship between employee bonus and corporate’s performance and between employee bonus and productivity. Furthermore, we examine whether the extent of the employee bonus can add corporate’s performance and productivity Through doing the regression , our research find five conclusions： 1.When considering whether the corporate pay the cash bonus and stock bonus to employee, our research find there are strongly relationship between bonus and corporate’s performance and between employee bonus and productivity 2. The productivity and performance of the companies who implement employee-bonus are better than those who do not implement employee-bonus .Among the companies implementing employee-bonus, we find that there is no difference for productivity but there is difference for performance when compared companies paying cash dividends with companies paying stock dividends but we also find there is difference between productivity and performance when compared companies paying cash dividends with companies paying cash and stock dividends. 3. If we regard cash bonus and stock bonus as bonus variable for total payroll and stock bonus is accounted by par value and market value, empirical result finds that there is positive relationship between cash bonus ratio and stock bonus ratio of the front year and productivity and performance whether the stock bonus of the payroll is measured by par value and market value. 4. The first third topics are about the effect of employee bonus in the short run. This topic mainly examined employee bonus have continues for productivity and performance, and the result finds that employee bonus is not obvious for and have obvious relationship for long term company perdormance. 5. We divided the companies into three groups through the life circle approach (growth、maturity and Stagnant) and we want to know whether the company who pay the employee bonus have different incentive effect during the different stage. The empirical result is that, for productivity , there is no relationship between bonus variable and productivity in growth and stagnant stage；But for corporate’s performance ,there is a strongly positive relationship between corporate’s performance variables and bonus variables in the growth stage.
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Hsin-HuiHuang and 黃馨慧. "An exploration on the relationship between HPWS and employee performance." Thesis, 2018. http://ndltd.ncl.edu.tw/handle/372vvg.
Full textAbstract:
碩士國立成功大學
高階管理碩士在職專班(EMBA)
106
According to the 2016 survey of Directorate General of Budget, Accounting and Statistics, Executive Yuan, Taiwan, the revenue of the department store industry had been gradually increasing from 2009 to 2016. However, in 2017, the department store industry faced the first decline since the financial crisis of 2007-2008. The fierce competition in ecommerce and fast fashion drove the department store revenue of the first half year of 2017 down to NTD 153.1 billion, or a decrease of 2%. Challenge in acquiring and retaining talents was the next key factor that impede growth. The shortage in human capital increased by 16.5% compared to 2016. Using structural equation modeling, the statistical analysis for this study suggested these conclusions: 1. High-performance work systems have strong correlation to Knowledge sharing. 2. Knowledge sharing have positive influence on work performance. 3. Knowledge sharing has mediating effect between high-performance work systems and work performance. 4. Organizational climate has no significant moderating effect on high-performance work systems and Knowledge sharing. Keywords: Department store, High-performance work systems (HPWS), Knowledge sharing, Work performance, Organizational climate.
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Chen, Yu-Chieh, and 陳俞潔. "A Study on Employee Performance in Relationship with DISC Evaluation." Thesis, 2019. http://ndltd.ncl.edu.tw/handle/6fm6p3.
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碩士大同大學
資訊經營學系(所)
107
All enterprises in the world are expected to have high performing employees in order to create higher profits and value. As a result this will help companies complete their strategic goals of enterprise planning with high efficiency and gain a competitive advantage. Therefore, the human resources department will always choose applicants who are capable and qualified for the job to avoid manpower shortages and excess situations. This study firstly explores the papers on personality traits and employee performance through literature review. It has been confirmed in pieces of literature that personality traits significantly affect employee performance. Therefore, when recruiting employees, correctly selecting and matching the employees’ personality types with the job vacancies can improve a lot teamwork performance. In order to effectively and quickly understand the personality of job seekers or employees, this study makes use of the DISC personal behavior mode theory published by psychologist William Moulton Marston in 1928, allowing to understand the tester's personality type as the main core concept. DISC system was developed using React.js and Python 3 programming language together with the MySQL database. The DISC system was used to conduct experiments and analyze personalities of 40 employees from the multinational electronics company's Taiwanese and German R&D departments. After a tester finishes the DISC test, the system will analyze and generate a brief description of the tester's personality traits. Additionally, the tester's response will be combined together with other employees' evaluations of their performance, queried from the database, and analyze the following research questions: (1) Is the employee in a suitable position? (2) Are there any differences between the personality traits of Taiwanese and German employees? The DISC system contains 18 questions and the DISC subjects are divided into 16 types of personality. At the end of the test, the tester can accurately and quickly understand what personality types they belong to, which allows them to rethink their job position and find the one that suits better their personality, therefore it is beneficial to the development of their personal career. The system can also be used by the human resources department of the enterprise. DISC system is a more accurate and faster job matching tool for recruiting talents, allowing employees to match their personality with work characteristics, and quickly integrate with their jobs, minimize the risk of losing job, gain efficiency and higher job performance, and improve overall team performance.
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Ching-YiChen and 陳靜怡. "Employee-Organization Relationship, Organizational Commitment and Employee Performance: Psychological Contract Fulfillment and Organizational Identification as Mediators." Thesis, 2012. http://ndltd.ncl.edu.tw/handle/75785012153798257383.
Full textAbstract:
碩士國立成功大學
企業管理學系碩博士班
100
The propose of this research is clarifies how employee-organization relationship (EORs) work. Specifically, we tested whether psychological contract fulfillment and organizational identification mediate how mutual-investment and over-investment EOR approaches. This study obtained data from 429 employees from Taiwan. We use MANOVA and path analysis as the research method to verify our hypothesis and corroborate prevailing views that organizational identification explains how mutual- and over-investment EORs motivate greater workforce commitment and performance. This study enriches EOR perspectives by organizational identification as another mediator that is more enduring than psychological contract fulfillment.
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CHEN, HAN-YU, and 陳翰諭. "Relationship between Service Climate, Employee Engagement, Service Commitment and Service Performance." Thesis, 2017. http://ndltd.ncl.edu.tw/handle/kwn6s8.
Full textAbstract:
碩士國立高雄第一科技大學
行銷與流通管理系碩士班
105
This study aggregates past theories related to service climate to explore how retail services, food services and insurance services to maintain organizational long-term competitive advantage, facing the changes of the working to environment and the processes in the industrial value chains within industry 4.0 to enhance the behavior of employee service performance to complement the service science in the business model under the change of research gap. This study takes employee engagement and service commitment as mediating variables to analyze the degree of inputs of the work, the degree of organizational recognition, the degree of persistent service quality to service industry employees and the effect of the reactions on the service climate to service performance. With the stratified sampling survey, a total of 615 valid questionnaires were collected from the top of 500 enterprises in the service industry of Taiwan. The findings show that service climate has a significant positive impact on employee engagement; employee engagement has a significant positive impact on service performance; service climate has a significant positive impact on service commitment; service commitment has a significant positive impact on service performance; service climate has a significant positive impact on service performance; employee engagement mediates the relationship between service climate and service performance; service commitment mediates the relationship between service climate and service performance. Finally, this study proposes the theoretical and managerial implications, and gives the ideas for follow-up researches.
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Yen, Chia-Ching, and 顏嘉慶. "The Relationship between the Employee Stock Option and the Firm Performance." Thesis, 2008. http://ndltd.ncl.edu.tw/handle/91831599593710916322.
Full textAbstract:
碩士淡江大學
財務金融學系碩士在職專班
96
The long run operating and investment performance of issue the employee stock option of common stock listed on TSE and the OTC market in Taiwan was studied, the period was from 2001 to 2003. Different performance measurement methods were discussed in the study. The result of study is pointed out, after the company of Taiwan declares that issues the employee stock option evidence, the operation performance revealed that had the highest av-erage rate of returns in the first year after issuing, later there was trend of declining. Com-pared with the same industry, examine the apparent level which is lower than the same in-dustry of definite value in its earning capacity. In addition the efficiency of assets keep growing, and apparent better than same trade. We found if the long-term investment performance adopt different long-term abnor-mal return method , will produce different abnormal return and examine result. In all meth-ods, the value of most long-term abnormal return is negative, and also have positively ab-normal return which is not apparent. So examine from statistical hypothesis, we don’t have identical and sufficient evidence to assert: The long-term abnormal phenomenon of the stock return after issuing the employee stock option of sample company is existent. Finally, the result of the sensitivity analysis discovers that after the sample company no matter listed or went to the TSE and OTC companies in Taiwan or which year the company issued the employee stock option that could not improve its earning capacity apparently and still lower than the same industry of long-term operation performance. Long-term investment performance is still unable to obtain identical and sufficient evidence to assert: The long-term abnormal phenomenon of the stock return after issuing the employee stock option of sample company is existent.
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Huang, Shih-chen, and 黃士珍. "The Study of the Relationship between Employee Stock Option and Corporate Performance." Thesis, 2004. http://ndltd.ncl.edu.tw/handle/19209531111046794286.
Full textAbstract:
碩士國立高雄第一科技大學
財務管理所
92
Abstract Using a sample of 1277 listed firms in the electronic sector, this paper tries to explore the correlation between the issue of employee stock options and company performances. It also examines whether the characteristics of these firms play any essential roles in making policy of the employee stock options. The empirical results indicate that the issues of employee stock options have negative impacts on company performances, especially on ROA and ROE. Additionally, the firms with employee stock options have lower return on assets than those firms without the options do. Compared the ROA before and after the issues of options, companies perform better before the issue of options. Furthermore, the firms with employee stock options have lower employee stock bonus ratio after providing the options program. Finally, this research also shows that young firms, loss firms, and large-size firms tend to issue employee stock options.
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Hsu, Bi-han, and 許碧涵. "A Research on the Relationship between Employee Stock Option and Corporate Performance." Thesis, 2011. http://ndltd.ncl.edu.tw/handle/54m29u.
Full textAbstract:
碩士國立臺灣科技大學
企業管理系
99
Many firms in Taiwan, especially those in the high-tech industry, issue employee stock options (ESOs) to reward and motivate employees. Hoping to better understand the relationship between the number of ESOs and corporate performance, the research has chosen as samples companies that issued ESOs from 2003 to 2007 to analyze if the relationship is of a signal-effect nature or of an incentive-effect nature. Furthermore, we would like to know if it is moderated by any of the following three moderating variables—capital intensity, importance of human capital, and growth opportunity. The data of the sampled companies are collected from the database of the Taiwan Economic Journal (TEJ) and the Market Observation Post System (M.O.P.S), and are processed by linear regression analysis with SPSS. As our empirical results show, the number of ESOs is significantly and positively correlated with the company’s market value of the launch year, which proves the existence of a signal effect. It is also significantly and positively correlated with the difference between the following two years’ respective Return on Assets (ROA) and that of the launch year; that is to say, an incentive effect exists, too. Among the three moderating variables, only growth opportunity has a significant moderating effect: high opportunity strengthens the positive relationship between the number of ESOs and the market value.
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Lee, Chia-Li, and 李佳俐. "The Relationship between Work/Family Policy, Work/Family Balance and Employee Performance." Thesis, 2004. http://ndltd.ncl.edu.tw/handle/04248694525023182870.
Full textAbstract:
碩士國立成功大學
國際企業研究所碩博士班
92
The impact of organizational Work/Family Policy on employee’s family life and his/her performance is the focus in this study. Meanwhile, we also try to examine the potential moderating effects coming from firm’s family friendly culture, employee’s perceived usability of Work/Family policy, Work/Family balance, and human resource policy on those relationships. Research data were collected from Taiwanese employees through questionnaire. We sent 2000 questionnaires to 1000 companies listed in Common Wealth survey of Taiwan 2001, and ask their employees to provide necessary information. 258 questionnaires are usable and the return rate is 12.9%. After the works of recording and transforming survey data, we proceed statistical analysis, including correlation, factor, and hierarchical regression analysis. Our findings can be summarized as follows. Firstly, there exist significantly positive relationships between firm’s Work/Family policy and employee’s perceived Work/Family balance. Secondly, our data partially support the positive relation between Work/Family balance and employee’s individual performance. Thirdly, the higher degree for firms to adopt High Commitment Work System (HPWS), the more likely they tend to implement Work/Family policy. Meanwhile, HPWS positively moderate the relationship between Work/Family policy and Work/Family balance. Fourthly, support from high level managers will positively moderate the relationship between Work/Family policy and Work/Family balance. Finally, the expected moderating effects coming from employee’s perceived usability of Work/Family policy as well as Work/Family difficulty are partly supported. The main contribution of this research is to investigate the impact on employee’s Work/Family balance from the perspective of firm’s Work/Family policy and, which have not been examined in the previous research. Furthermore, several potential moderating variables, such as HPWS, family-friendly culture, and perceived usability were employed and tested in the first time. Our research findings shall be quite useful in assisting with Taiwanese companies when setting up their employee benefit policy and program.
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Li, Chien-Cheng, and 李建城. "The Relationship between Internal Marketing Orientation, Employee Commitment, Charismatic Leadership, and Performance." Thesis, 2014. http://ndltd.ncl.edu.tw/handle/38787473394923827631.
Full textAbstract:
碩士國立高雄第一科技大學
國際管理碩士學位學程
102
Nowadays, the economic environment is competitive, various companies are all competing for the greatest profit; but create the blue ocean market is not so easy. Therefore, in foreign, many successful businesses focus on human, usage of incentives, empowerment, and educational training to increase the employees'' commitment to the organization and to improve efficiency. Enterprise is an organization of human, most of the links cannot be surpassed or replaced. In contrast, the salary is generally low in domestic enterprises. The phenomenon of employees are squeezed is not uncommon. Managers sacrifice human capital in exchange for a slight profit. Take the service industry for example, when employees are treated unfairly, how do they service and satisfy the customers? Therefore, this study takes the customer-oriented market for survey objection. From the perspective of employee, under the business through internal marketing and managers'' charismatic leadership, to understand whether the employees can bring good effects to increase organizational commitment. At the same time, whether employees are able to provide a better service to customer through organizational commitment, to improve performance and bring the greater profits for company. This study firstly confirms research variables and the framework by literature reviews, and then uses online questionnaires to collect data. Finally, we use SPSS, AMOS and SEM to test the hypotheses in this study. Under the framework for internal marketing, the results of research are as the followings: 1. Internal marketing will positively affect the organizational commitment. 2. Organizational commitment will positively affect performance. 3. Charismatic leadership will enhance the effect of organizational commitment and performance. This study finds out that when the organization provides education and training, reward system and good communication channels, employees can effectively improve organizational commitment, dedication to the organization over the long term and are willing to stay; further increase their skills and knowledge of company, to bring better performance. In addition, managers can enhance the effect of organizational commitment to performance. In other words, charismatic leader can lead and influence employees, is the cornerstone of a successful business. Finally, the expected results of this study can provide a reference of charismatic leadership to academic, and also help companies improve their performance and to maintain the competitive advantage with the right thinking.
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王家蓁. "The Relationship among Employee Training, Reward System and Job Performance in Bancassurance." Thesis, 2015. http://ndltd.ncl.edu.tw/handle/45573480537498641118.
Full textAbstract:
碩士逢甲大學
金融碩士在職專班
103
As the interest rate spreads reduces and the competition among banks become fierce, the development of wealth management receives more and more attention. To increase bank profits, Taiwan’s banking industry cooperates with insurance companies to launch various insurance products in the hope of winning consumers so as to improve banks’ operating profits. The competition in the bank insurance industry is so fierce that the employees face more job challenges than before. Therefore, employee training can deepen their commitment to selling insurance, encourage morale and even raise the sales rate by improving the clerks’ job performance. Meanwhile, banks also hope to motivate their employees to reach given performance targets through a proper reward system. This research mainly aims at discussing the relevance between functional training, reward system and job performance of employees of the bancassurance. It carries out a questionnaire survey to employees of Bank K and issues 300 questionnaires, with 273 valid ones returned. The results of this research find: I. In the current situation, the employee training, the reward system and job performance of bancassurance are all at a medium-high degree. II. Background variables, such as gender, educational background, length of service and marital status, can affect the employees’ job performance. III. The employee training in bancassurance has some significantly positive effects on job performance. IV. The reward system in bancassurance has some significantly positive effects on job performance. Keywords: Bancassurance; Employee Training; Reward System; Job Performance
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Hsiao, WenChun, and 蕭文俊. "The Relationship among Enterprise Performance and Earning Management after Expensing Employee Bonus." Thesis, 2011. http://ndltd.ncl.edu.tw/handle/44590108297394924257.
Full textAbstract:
碩士中國文化大學
會計學系
99
The employee bonus expensing is an important way to motivate employees in Taiwan’s high-tech industries. However, the business accounting law has been revised and the accounting principles will converge on the International Financial Reporting Standards (IFRS). The employee stock bonus will be changed as the basis of market price. This change in accounting treatment has greatly impacted on employees and enterprises. Regarding the research periods, there are six years from 2005 to 2007 and the new system after the implementation from 2008 to 2010. This research employs descriptive statistics and panel data to analyze business operating performance, and the degree of earnings management after employee bonus expensing. The research results show that after the employee bonus expensing the distribution of earnings might resolve the high-tech enterprises controversy for many years in Taiwan. However, the negative impacts on employees will be their real income decreasing and their motivation will be diminished. Consequently, this effect will also influence the enterprises how to keep their personnel and business performances. In addition, the management might increase the extent of earnings management after employee bonus expensing.
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Lin, Yin-Ting, and 林尹婷. "The Relationship between Employee''s Corporate SocialResponsibility and Firm Performance." Thesis, 2013. http://ndltd.ncl.edu.tw/handle/18644885794843354599.
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碩士國立雲林科技大學
會計系碩士班
101
In recent years, with the rise of the labor ideology in Taiwan, many enterprises adopt policies including layoffs or unpaid leave in order to decrease personnel costs. The policies adopted by the enterprises caused labor dispute leading to strike of employees. This drastic action interrupts production and affects firm performance. Thus, the study focuses on the issue about employee to examine the relationship between employee''s corporate social responsibility and firm performance. This paper uses a sample of publicly listed companies in Taiwan and adopts hierarchical regression to test hypothese. The results find that negative employee''s corporate social responsibility lead to lower firm performance. Labor turnover rate is significantly negative related to firm performance. Specially, this paper considers the moderating effect of labor salary. The results show that labor salary is not significantly negative moderated effect between negative employee''s corporate social responsibility and firm performance. However, labor salary has significantly negative moderated effect between labor turnover rate and firm performance.
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Yen, Hsin-Yi, and 顏炘怡. "Examining the Determinants of Temporary Employee Performance from the Perspective of Relationship Marketing." Thesis, 2005. http://ndltd.ncl.edu.tw/handle/65596188786143553928.
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碩士東海大學
企業管理學系碩士班
93
Examining the Determinants of Temporary Employee Performance from the Perspective of Relationship Marketing Abstract Due to the rapid changing industry environment and the impact of globalization, enterprises suffer the problems of instable labor demand and increasing human capital. The labor cost will be calculated carefully and budgeted strictly in the beginning of competition. For decreasing the labor cost and expanding flexibility of human resource, enterprises start to hire the temporary employees. The domestic market of temporary employees is forming and shaping a mature labor market. Enterprises acquire the advantages of utilizing the temporary employees, in the meantime, also trap into the management problems of temporary employees. With the advancement of the economic society, the organization no longer can rely on economic rewards to motivate their employees. Enterprises pay more attention to the management activities of relationship marketing, which has strong influences in the ultimate work results and the organizational citizenship behavior of employee. The aim of this research is to explore the causes and effects of using temporary employees in enterprises. It uses the perspective of relationship marketing to conduct the improving performance of temporary employee. Finally this study works out the determinants of temporary employee performance through the perspective of relationship marketing, is relationship with enterprise and employees “relationship benefit”, “shared values”, “communication”. Besides, enterprises should avoid opportunistic behavior to win the employees’ trust, and enhance the relationship commitment then get the goal of improving employees’ performance.
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Yeh, Shu-Ping, and 葉書萍. "A Study of the Relationship among Marital Satisfaction, Employee Engagement and Job Performance." Thesis, 2015. http://ndltd.ncl.edu.tw/handle/4uch54.
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碩士國立中山大學
人力資源管理研究所
103
The purpose of the research is to explore the Relationship among martial satisfaction, employee engagement and job performance. Three questionnaires including “employee engagement”, “martial satisfaction” and “job performance” are employed in this research. There are 147 valid samples are recruited from married person on internet surveys. The results of the research are showed below items: 1. Employee engagement is not positively affected by martial satisfaction. 2. Job performance is positively affected by employee engagement. 3. Job performance is positively affected by martial satisfaction. Finally, according to the research result, I present the suggestions for the married person and the future research topic.
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Mkhaliphi, Nhlanhla Willy. "The relationship between employee satisfaction, customer satisfaction, and sales performance in retail banking." 2014. http://encore.tut.ac.za/iii/cpro/DigitalItemViewPage.external?sp=1001559.
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M. Tech. Business AdministrationIn many developing countries, including South Africa, the banking sector is highly concentrated resulting in intense competition among the big four banks in South Africa (e.g. Standard Bank, Nedbank, First National Bank and Absa, and one emerging bank Capitec). In favourable economic conditions, the banking sector plays an essential role in the economic growth of the country. However, the global financial crisis of late 2007 changed the outlook for an already slowing economy, and South Africa was not immune to the impact of the global financial crisis-induced economic slowdown. The banks have been faced with increasing competition and rising costs as a result of regulatory, financial and technological innovation, entry of the foreign banks in the retail banking environment, local competitors who are introducing new and innovative product offering and the challenges of the recent financial crisis. These changes have had a dramatic impact on the performance in sales for commercial banks. Retail banking offers a comprehensive suite of products (e.g. Home Loans, Vehicle Finance, Sales and Investments and Cheques) to customers. It also provides these products through extensive branch networks. Over a period of six months, certain branches of Absa Bank have not been able to meet set targets in sales of the banking products and have caused under-performance in sales for the relevant branches. There are 47 branches in the Gauteng East Region and, among these, six branches were randomly selected under-performing branches in terms of sales targets. This research aims to determine the causes behind under-performance in these East Gauteng branches, as such information would provide management with useful information. The aim of the study is to tests the influence of employee satisfaction, service quality, and customer satisfaction on sales performance, i.e., how these variables impact on sales performance at the branch level.
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Liang, Ching-Hui, and 梁清暉. "The Relationship among Leadership Styles, Employee Performance and Job Satisfaction in Public Authorities." Thesis, 2011. http://ndltd.ncl.edu.tw/handle/48734299547909641255.
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碩士元智大學
經營管理碩士在職專班
99
Performance development is always one of the most concerned issues of enterprises, so as the public authorities. In order to achieve an excellent public service environment, the authorities need to consider factors that influence employees’ performance. Two of them are “leadership style” of supervisor and “job satisfaction” of employees. This research investigates the relationships among Leadership Styles, Employee Performance and Job Satisfaction. The findings are summarized as follows: 1. Democratic leadership style has a significantly direct effect on job satisfaction; that is, employees who perceived more democratic leadership behaviors would have a higher job satisfaction. 2. Active leadership style has a significantly direct effect on employees’ performance; that is, the more active leadership behaviors presented by the supervisors, the better performance employees would have. 3. Employees motivated by the intrinsic self-actualizing aspects of their work are superior in performance. 4. There are no significant differences between all groups of gender, age, educational background and seniority on job satisfaction.
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Teng, Mei-yu, and 鄧美玉. "The relationship between ethics training and financial performance: A mediator of employee satisfaction." Thesis, 2010. http://ndltd.ncl.edu.tw/handle/29257036524912941864.
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博士國立臺灣科技大學
企業管理系
98
This study investigated the effects of ethics training on financial performance. It also examined the mediating role of employee satisfaction on the relationship between ethics training and financial performance. Data were collected from Taiwan-based senior executives who represented, in total, 109 companies and who completed a questionnaire. Results show that ethics training positively influenced employee satisfaction and that ethics training positively influenced financial performance. I also found that employee satisfaction had a mediating effect on the relationship between ethics training and financial performance.