Human resource managers' role consistency and HR performance indicators: The moderating effect of interpersonal trust in Taiwan

Huo-Tsan Chang, Nai Wen Chi

研究成果: Article同行評審

20 引文 斯高帕斯(Scopus)

摘要

This study explores the consistency between human resource (HR) managers' roles and HR performance indicators. In particular it considers the moderating effects of interpersonal trust on the relationship between HR managers' roles and HR performance indicators. We selected 116 HR managers from the top 500 manufacturing companies in Taiwan as our sample, and hierarchical regression analysis was conducted to test our hypotheses. The results showed that the HR managers' roles were consistent with HR performance indicators. Also, a high level of affective trust weakened the positive relationship between HR manager roles and HR performance indicators. Thus we suggested that Chinese companies should design HR performance indicators according to the roles HR managers play. Additionally, when HR managers are playing the role of a strategic partner or change agent, top executives should avoid high affective trust with HR managers.

原文English
頁(從 - 到)665-683
頁數19
期刊International Journal of Human Resource Management
18
發行號4
DOIs
出版狀態Published - 2007 四月 1

All Science Journal Classification (ASJC) codes

  • Strategy and Management
  • Organizational Behavior and Human Resource Management
  • Management of Technology and Innovation

指紋 深入研究「Human resource managers' role consistency and HR performance indicators: The moderating effect of interpersonal trust in Taiwan」主題。共同形成了獨特的指紋。

引用此