最佳人力资源管理实践与组织绩效的关系研究--基于国企的追踪案例

The Relationship between Best HRM Practices and Organizational Performance:A Case Study on Chinese SOEs

人力资源管理和企业绩效之间是否存在相关关系一直是学术界争论的焦点,最佳人力资源实践是否需要结合企业具体情境也值得商榷,中外情境下研究结论的差异和中国本土质性研究的缺失都值得关注。中国国企改革是一场广泛而深刻的变革,2002年以后,国企逐步深化了内部主导的业务改革。为更好地保证信度和效度,研究设计依据扎根理论,采取时序跟踪分析和参与式观察,关注金融服务业同一国企的四家分支机构,对比其某业务改革的纵向组织绩效。在内外部环境相同或相似的情境下,通过历时6年跨度的实地调研、深度访谈和内容分析发现:最佳人力资源管理实践显著影响组织绩效。在四维结构中,薪酬系统和员工影响两个维度对组织绩效呈显著因果关系;长期来看,物质激励为主的人力资源管理实践对国企改革绩效更为有效。

The relationship between HRM practices and organization performance has been one of the controversial focuses for years. That worth concerning and discussing include whether the Best HRM Practices need material instance, the different conclusions drawn from Chinese and foreign situations, and lacking of qualitative researches in China. The reform of Chinese SOEs is a extensive and profound change. Since 2002, most Chinese SOEs in have gradually deepened business reform. In order better guarantee reliability and validity, this Case Study depends on the Grounded Theory, takes Panel Study and Participant Observation to find the relationship between the Best HRM practices and business reform performance of different branches in the same SOE. In the same or similar situation during 6 years, the Field Research, Intensive Interviews and Content Analysis find that the Best HRM Practices impact organization performance prominently. In a four-dimensional structure, orgaatization performance is mainly in consequence of Reward Systems and Employee Influence. In the long run, the Best HRM Practices led by material incentive can bring more effective SOE reform performance.