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| 篇名 |
管理學報，
2003
第二十卷第三期：483-514
DOI：
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| 人力資源管理活動、雇用關係與員工反應之關連性研究─心理契約觀點 |
| Human Resource Management, Employment Relationships and Employees’ Response: Psychological Contract Perspective |
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| 本研究由心理契約的觀點，主張人力資源管理活動在雇用關係的形成過程中扮演提供經濟誘因以及長期人力資本投資等兩種功能，並藉由人力資源管理活動的不同組合，建構出平衡型契約、關係型契約、交易型契約以及過渡型契約等四種員工與組織間之雇用關係類型。進而探討在不同的雇用關係之下，員工的留任意願、規範性承諾、信任、分配正義與程序正義等態度，以及任務績效與組織公民行為等績效表現將產生何種差異。研究結果發現，整體而言，平衡型契約關係下，員工態度與績效均有最佳表現，其次則是關係型契約，交易型契約以及過渡型契約則較差。此結果顯示員工與組織間維繫穩定長期關係的重要性高於經濟誘因的給予。 |
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| 人力資源管理、雇用關係、心理契約、交易型契約、關係型契約、經濟性交換、社會性交換 |
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| In the perspective of psychological contract, we argue that human resource management practices play two roles. One is economic incentives’ giving, the other is human capital investment. We building a dichotomy model of employment relationships by the combination of different high-performance human resource management practices. There are four kinds of employment relationships in this model, balanced contract, relational contract, transactional contract, and transitional contract respectively. Using this model, we explore different kinds of employment relationships’ effect on employee’s attitudes (including intent to stay, normative commitment, trust, distributive justice and procedural justice) and performances (including task performance and organizational citizenship behavior). The results show that under balanced contract, employees demonstrate highest level of attitudes and performances. Employees under transactional and transitional contract demonstrate lowest level of attitudes and performances. These results mean that stable and long term relationships between employees and organization are more important than economic incentives’ giving. |
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| Human resource management, Employment relationships, Psychological contract, Transactional contract, Relational contract, Economic exchange, Social exchange |
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