The effects of human resource manager roles and top manager affective trust on performance indicators of human resource function
Authors: Huo-Tsan Chang, Nai-Wen Chi
Journal: Chiao Da Management Review. Dec. 2006, 26(2): 49-90.
Keywords: Performance indicators of human resource function; Trust; Human resource manager role
Abstract:
Facing the coming of knowledge-based economy and the change of outside environment, talented human resources are key competitive advantages of
enterprises. Therefore, if human resource managers can play their roles capably will influence the performance of human resource function
directly. In order to obtain empirical data, the subjects involving in this study were human resource managers in 2003 “Top 1000 manufacturing
company in Taiwan” by Commonwealth Magazine. The samples were selected by the random sampling method from top 500 companies. 250 questionnaires
were sent randomly, and then 137 questionnaires were responded. The valid responded rate was 55%. The conclusions of this study were stated as
follows: 1. Different demographic variables of human resource managers have significance on their roles; 2.The relationship of human resource
manager roles and performance indicators of human resource function was relative; 3.High affective trust would moderate the relationship
between human resource manager roles and performance indicators of human resource function. The recommendations suggested from this study
were listed as follows: 1. When facing the needs of organization change and strategic management, the company should hire the experienced
human resource managers and the human resource manager should be promoted to the higher level; 2.The human resource managers in high
technology industry should focus on all human resource functions, the human resource managers in traditional technology industry should
try to improve the efficiency of human resource
practices; 3.The companies should choose the right performance indicators of human resource function that fit the roles of the human resource
manager; 4. When the human resource managers playing the strategic partner and the change agent role, the higher executives should not build
the relationship with human resource managers based on affective trust.