| Budget Amount *help |
¥11,050,000 (Direct Cost: ¥8,500,000、Indirect Cost: ¥2,550,000)
Fiscal Year 2013: ¥2,600,000 (Direct Cost: ¥2,000,000、Indirect Cost: ¥600,000)
Fiscal Year 2012: ¥2,600,000 (Direct Cost: ¥2,000,000、Indirect Cost: ¥600,000)
Fiscal Year 2011: ¥2,730,000 (Direct Cost: ¥2,100,000、Indirect Cost: ¥630,000)
Fiscal Year 2010: ¥3,120,000 (Direct Cost: ¥2,400,000、Indirect Cost: ¥720,000)
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| Research Abstract |
This research aimed to offer an integrative framework of the micro- and macro-theories of human resource management (HRM) and organizational behavior by elucidating the casual relations between HRM systems and employee behaviors from a comparative perspective. To achieve this objective, I adopted a longitudinal survey design to collect time-series data from a large number of employees and managers working in private firms. A multilevel analysis over the hierarchical data collected has yielded the following three major findings. First, the use of high-performance work systems (HPWS) by firms becomes more effective when the firms operate under greater industry dynamisms. Second, the adoption of HPWS leads to an enhanced employee job performance via the establishment of a high-quality leader-member exchange (LMX) at the workplace. Third, the effectiveness of HPWS hinges on the degree to which employees in an organization "coherently" perceive the practices of HPWS used by the firm.
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