|Author:||Yip, Wai-kwong Felix|
|Title:||The impact of human resources managers and middle level managers on perceived performance of organizations under differing business strategies|
|Subject:||Executives -- China -- Hong Kong|
Personnel management -- China -- Hong Kong
Strategic planning -- China -- Hong Kong
Hong Kong Polytechnic University -- Dissertations
|Department:||Department of Management|
|Pages:||xii, 165 leaves : ill. ; 30 cm|
|Abstract:||A recent review of several academic literatures revealed a research gap. Little was known about the true value of involvement in strategy making by Human Resources Managers and Middle Level Managers. How would such involvement affect perceived business performance of organizations in Hong Kong, especially under different strategies from Porter's Business Strategies Model? This Thesis tried to provide some initial information and recommendations concerning these issues. After reviewing relevant literatures, three hypotheses were developed to test the relationships between strategic involvement by Human Resources Managers and Middle Level Managers, and perceived business performance of organizations under different business strategies, namely the Differentiation Strategy and the Cost Leadership Strategy. A comparison of the relative strengths of involvement-performance relationships between Human Resources Managers and Middle Level Managers was also planned. A total of 239 individuals - all H R Managers or Middle Level Managers from other functions - participated in the mail survey. These respondents represented 134 companies across different industries. All three hypotheses were tested using moderated hierarchical regression. Hypothesis One was not supported by the data. The strategic involvement of Middle Level Managers did not show a different impact on perceived performance of organizations under different business strategies. Thus, there was no moderating effect of business strategies on the relationship between strategic involvement and performance for Middle Level Managers. Hypothesis Two also was not substantiated. Although a significant effect was found, it was in the direction opposite to the hypothesis. Strategic involvement of Human Resources Managers was important to perceived performance of organizations under the Cost Leadership Strategy, but not under the Differentiation Strategy. Thus, business strategy did have a moderating effect on the involvement-performance relationship for Human Resources Managers. For Hypothesis Three, the result was uncertain as the correlations with the perceived business performance between HR Managers Involvement and Middle Level Managers Involvement were, in fact, similar. Although the hypotheses were not substantiated, this study provided novel and interesting findings. First, HR Manager involvement was positively related to the perceived future performance of the organization. Second, this effect is greatest for Cost Leadership Strategies. Thus, this study makes an important step toward a better academic understanding of the true value of both HR Manager and Middle Level Manager strategic involvement in organizations.|
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