供电企业人力资源管理创新与企业绩效因果关系的纵向研究*

Human resource management innovative and enterprise performance causal longitudinal study - in the power supply enterprise as an example

摘要:

在回顾前人在人力资源管理实践与组织绩效因果关系的研究设计后,本研究选择供电企业这样一个独特的样本做研究对象,从2015年到2018年分别收集供电企业的人力资源实践创新和组织绩效的数据,采用纵向研究的方法,比较创新人力资源管理实践与组织绩效的关系变化。研究发现,一是验证了2015年人力资源实践对2016年组织绩效有正向影响,进一步实施人力资源实践创新对2018年组织绩效也同样有正向影响；二是用2016年组织绩效对2017年人力资源实践的反向作用进行了检测,2016年总体绩效与并不与2017年任何人力资源实践存在显著相关关系,绩效导致了人力资源实践而非人力资源实践导致绩效的“反向因果关系”没有得到验证。这给人力资源理论研究者和实践者做出任何因果关系论断都敲响了警钟。

Abstract:

In this study, after reviewing the previous research on the causal relationship between human resource management practice and organizational performance, this study selected a unique sample of power supply companies to study the human resources practice innovation and organization of power supply companies from 2015 to 2018. Performance data, using vertical research methods, compares the relationship between innovative human resource management practices and organizational performance. The study found that the first is to verify that the 2015 human resources practice has a positive impact on organizational performance in 2016. Further implementation of human resource practice innovation will also have a positive impact on organizational performance in 2018; the second is to use 2016 organizational performance for 2017. The reverse role of HR practices was tested. Overall performance in 2016 was not significantly related to any HR practices in 2017. Performance led to “reverse causality” in HR practices rather than HR practices leading to performance. Not verified. This has sounded the alarm for any causal arguments made by human resource theory researchers and practitioners.