مطالعه تجربی از رابطه بین برداشت کارکنان از عمل منابع انسانی، سرمایه انسانی و عملکرد دپارتمان : مورد شرکت مخابراتی وابسته AT & T در تایوان
|کد مقاله||سال انتشار||مقاله انگلیسی||ترجمه فارسی||تعداد کلمات|
|4874||2011||7 صفحه PDF||سفارش دهید||4836 کلمه|
Publisher : Elsevier - Science Direct (الزویر - ساینس دایرکت)
Journal : Expert Systems with Applications, Volume 38, Issue 4, April 2011, Pages 3777–3783
The telecom industry in Taiwan began to enter a vigorous development stage after Taiwan’s Legislative Yuan enacted the three major telecommunications laws in 1996. After 2003, the number of mobile phone subscribers began to shrink after reaching a climax penetration rate of 111%. The problems which were ignored during the high growth period began to appear. This research discusses which human practices are effective in developing human capital and whether they will influence the performance of the telecom industry. Human capital is used as a mediate variable between human resources and department performance. Through a questionnaire survey, an analysis by mean, standard deviation, and Pearson correlation is performed. A causal multivariable analysis by structural equation modeling (SEM) is used to test the causal relationship among these factors.
Taiwan’s telecommunication industry began to enter a vigorous development stage after the Legislative Yuan passed laws of telecommunication in 1996 and opened mobile telecommunication service in 1997. The number of mobile customers increased fast from 1998 to 2002, and many operators regarded the increase of subscription numbers and market shares as the first priority of their business goals. (Liu, 2002 and Peng, 2001) Since the turn of 2002, the customer subscription rate has become saturated; the penetration rate of 111% began to drop and operators began to experience challenges in profit growth and market stability after the growth period. The problems and the human resources issues that had been ignored began to emerge. (Huang, Su, Hsu, & Lin, 2004; Hwang & Ray, 2005). Under the impact of liberalization and internationalization, telecommunications operators have to maintain business advantages to survive. The environment of telecommunication industry continues to change significantly; it influences users’ attitudes and behaviors, causing the same things to be perceived differently. So the strategies and practices of human resources management became more important. Ulrich (1997) points out, that when it is easier to obtain funds and production technology, competition advantage is cultivated from human resources inside organizations, especially the strategic management of the human resources. Although there are a lot of methods to create competitive advantages, some methods are easily imitated and substituted. Human resources practices are less likely to be imitated. Therefore, to maintain the competitive advantages that were created from implementing human resources management practices is easier than other methods (Kleiman, 1997). In addition, the human resources management practices are important to accumulate and develop human capital, and the human capital is the important factor to affect organization performance. What kind of management practices can properly apply and use human capital to achieve business goals would be an important issue for all modern enterprises? Under keen competition, human resources have played an important role in the telecommunications industry. Besides effective allocation of entity resources, the appropriate application and allocation of human resources have served competition advantages when technology is available and competitiveness is fair. Many scholars have considered the relationship of human resources management and organization performance (Delery and Doty, 1996, Huang, 2002 and Huselid, 1995), but there is very little research about the role of HRM in the telecommunications industry. The main purposes of this research are to understand the profile of human resource practices in the telecommunications industry, to explore the relationship of human resource practice, human capital, and to provide suggestions for telecommunication operators to improve their human resource practices and to raise their organizational performances.
نتیجه گیری انگلیسی
6.1. The relation between human resources practices and human capital This research shows that there is a positive relationship between human resources practices and human capital; namely, a corporation that respects and carries out human resource practices would help to increase its human capital. HPWS has significant positive relationship to the uniqueness of human capital, and ER has significant positive relationship to the value of human capital. It implies that higher HPWS would help to increase the uniqueness of human capital. 6.2. The relationship between human capital and department performance This paper shows that there is a positive relationship between human capital and department performance; namely, the higher human capital of the organizational staff, the higher the department performance would be. Both the uniqueness of human capital and its value have a significant positive relationship to the performance of department. If a corporation can improve the uniqueness and value of human capital, it would promote the performance of department by promoting the innovation of the staff, improving the internal process, and providing the training.They are professional and difficult to imitate. 6.3. The relation between human resources practices and department performance The SEM model shows that human resource practices have a significant positive relationship to the department performance; this means a company that emphasizes human resource practices would improve its department performance (including productivity and morale). HPWS has significant positive relationship to the department performance, and ER has significant positive relationship to the department performance. A company that emphasizes human resource practices (HPWS and ER) would improve its department performance (including productivity and work morale), especially the ER human resources practices. 6.4. Human capital has a mediate effect between human resources practices and department performance The SEM model shows that the human resource practices not only have the direct effect to the performance of department but also have a mediate effect through human capital to affect department performance. A corporation may raise its human capital of the staff by carrying out human resource practices regularly to raise the performance of various departments in the corporation. A corporation can directly influence the performance of department by implementing human resources practices. In addition, the corporation can influence the performance of a department indirectly by the influence of human resources practices to human capital. A corporation can focus on human resources practices, which have a significant positive effect on human capital and department performance. In addition, a corporation may raise its department performance by virtue of direct and indirect effects. An organization could focus on some human resources practices which are related to human capital and department performance. For example, extensive training, performance evaluation, competitive wages, objective wages, employee relationship, communication, career planning, employee participant, appeal procedure should receive focus. If an organization focuses on these practices, it would improve department performance and further improve the organizational performance.