Title page for etd-0627115-234434


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URN etd-0627115-234434
Author Ho-Ta Lin
Author's Email Address No Public.
Statistics This thesis had been viewed 5343 times. Download 88 times.
Department Human Resource Management
Year 2014
Semester 2
Degree Master
Type of Document
Language zh-TW.Big5 Chinese
Title The Relationship Between High Performance Work System and Voice
Date of Defense 2015-07-20
Page Count 52
Keyword
  • high performance work system
  • perceived organizational support
  • strategic human resource system
  • voice
  • affective commitment
  • Abstract Employee’s voice is viewed as the crucial factor for advancement and performance of organization. It also enables organization to discover harmful issues at an early date. Based on the beneficial point of view, we could categorize into two types of voice: “Promotive Voice” which employee proactively provide proposal or suggestion; “Prohibitive Voice” which employee proactively provide concerns or damaging issues and expect the organization could avoid from these worries. This study discuss that while organization implement High Performance Work System (HPWS), it can bring a positive affection toward employees, which in turn arouse high affective commitment. The high affective commitment will lead to employee’s willingness to perform voice. Therefore, this study expects that Affective Commitment act as a mediator in the relationship between HPWS and Voice. On the other hand, the level of employee’s willingness to perform voice is based on the organization’s feedback and the sense of risk after performing voice. As a result, this study expects that Perceived Organizational Support act as a moderator in the relationship between Affective Commitment and Voice. By questionnaire survey, a sample of 208 employees were collected from different organization and industry. The results showed that: (1) There’s a positive relationship between HPWS and Voice; (2) Affective commitment act as a mediator only in the relationship between HPWS and promotive voice; (3) Perceived organizational support act as a moderator only in the relationship between affective commitment and promotive voice. Finally, findings, limitations, contributions and future issues are discussed.
    Advisory Committee
  • Liang-Chih Huang - chair
  • Jin-Feng Uen - co-chair
  • Shyh-jer Chen - advisor
  • Files
  • etd-0627115-234434.pdf
  • Indicate in-campus at 3 year and off-campus access at 3 year.
    Date of Submission 2015-08-03

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