This study is the result of empirical research into the management practices of large-scale private enterprises in Taiwan. It is designed to determine how much influence upon the organizational effectiveness of large companies can be traced to three important factors: Human Resource Management Style(HRMS); Operations Technology; and Organizational Structure. Studying the interrelationships between these factors and the overall effectiveness of an organization is necessary to decide on what type of HRMS is best suited to particular organizational structures and to varying levels of operations technology.
After a brief review of the current scholarly literature on this subject, the conceptual framework and the relationships between research variables are outlined. The research hypotheses of the study are next presented. objectivity and accuracy in the collection of data is guaranteed through the operational definition-making of research variables, measurement developing, and reliability and validity testing. In order to generalize the research findings to large-scale enterprises in Taiwan, the stratified random sampling and students’ t-distribution methods have been employed conterminously to determine the appropriate sampling size.
The commonality of the study’s research variables has been extracted by factor analysis, and also by using the ANOVA and Pearson correlations to verify the research hypotheses, central tendency measurements to explain the status of a large-scale enterprise, canonical correlation to identify the major predictors of organizational effectiveness, and finally by regression analysis to assess the impacts of different organizational effectiveness determinants.
Some of the important findings of the study are presented below:
1. The HRMS of large-scale firms in Taiwan varies according to firm size and to production continuity.
2. HRMS also tends to vary with operations technology and organizational structure.
3. How the interrelationships between HRMS, operations technology, organizational structure, and organizational effectiveness are evaluated will depend upon the orientation of the research study.
4. HRMS, operations technology, and organizational structure influence overall organizational effectiveness. An organization may improve overall efficiency by improving at least two of the three factors.
5. In a specific enterprise, if all three of the factors are at a low level, it is necessary to upgrade the levels of operations technology, organizational structure, and then HRMS in sequence to enhance organizational effectiveness.
6. Large-scale enterprises characterized by resource-oriented HRMS obtain high effectiveness under any of the following three conditions:
1)a high level of operations technology and fair differentiation, but low coordination, in the organizational structure;
2) a low level of operations technology and fair differentiation, but again low coordination, in the organizational structure;
3) a low level of operations technology and fair differentiation and coordination in the organizational structure.
This type of study is useful in identifying the characteristics of large-scale enterprises. These can in turn be used to verify other studies that have sought to improve the application of management theories to practical situations. It can also help to verify the feasibility of conceptual frameworks of HRMS, operations technology, and organizational structure used in determining organizational effectiveness. Finally, it helps point out a proper HRMS for different enterprises. In the short run, HRMS may be selected so as to best coordinate with existing operations technology and the organizational structure. In the long run, However, gradual improvement in operations technology, organizational structure, and then in HRMS is necessary.
