中小企业CEO变革型领导行为、战略人力资源管理与企业绩效--HRM能力的调节作用

CEOs' Transformational Leadership Behavior,Strategic Human Resource Management and Firm Performance in Small and Medium Size Enterprises:The Moderating Role of HRM Competency

中小企业是我国经济发展和转型升级的重要力量,CEO能否将其变革型领导行为落实为绩效是影响中小企业在移动互联时代生存和发展的关键所在。本研究基于高阶理论和行为学派理论,探索了作为员工行为重要塑造手段和信息传递重要途径的战略人力资源管理在C E O的变革型领导行为与企业绩效之间的中介机制,基于京津冀地区168家中小企业的实证分析结果表明,战略人力资源管理在CEO变革型领导行为与企业绩效之间起到了部分中介作用,人力资源部门的H R M能力对C E O的变革型领导行为与战略人力资源管理、战略人力资源管理与企业绩效之间的关系以及战略人力资源管理的中介效应都起到了正向调节作用。

Small and medium-sized enterprises are important parts of China＇s economy and important force to achieve the transformation and upgrading Internet era. CEOs of small and of China＇s economy in mobile medium-sized enterprises, as the top leaders, whether their transformational leadership behaviors could translate into firm performance are the key to survival and development of these enterprises. Based on upper theory and behavioral theory, this article focuses on the important role of strategic human resource management and HRM competency in the transformation of CEOs＇ leadership behavior. First, strategic human resource management, as an important means of shaping employee behavior and information transmission, plays a vital role in the communication between CEOs and employees. Compared with large-sized enterprises, small and medium-sized enterprises have less complex organizational situation, their CEOs have more direct impact on practice and implementation of human resources management and are more likely to affect firm performance through strategic human resource management. Second, HRM department, as the designer and direct implementer of human resource management system and practice, has not received sufficient attention in the research field, its competency is an important factor that influences the practice and effects of HRM, also plays an important part in the process of enterprise strategy formulation and implementation, and influences the selection and implementation of human resource management practice interacting with CEOs. Therefore, we put forward for the first time a model including a moderated mediator, exploring the mediating role of strategic human resource management between CEOs＇ transformational leadership behavior and firm performance, and testing the moderating role of HRM competency. Data that we collected from168 SMEs in five cities in Beijing-Tianjin-Hebei region has supported our all seven hypotheses. We found that CEOs＇ transformational leadership behavior was positively related to firm performance and strategic human resource management, and that strategic human resource management plays a partial mediating role in the relationship between CEOs＇ transformational leadership and firm performance. We also found that HRM competency plays a positive moderate role in the positive relationship of CEOs＇ transformational leadership and strategic human resource management, and in the positive relationship of strategic human resource management and firm performance, and in mediating effort of strategic human resource management.