本研究採用問卷調查法蒐集研究資料，以複迴歸及單因子變異數分析驗證假說，藉由實證瞭解物業管理業者在競爭策略、人力資源管理實務及經營績效間之影響及關聯性。研究結果發現差異化競爭策略對經營績效中之財務、顧客、內部流程具有顯著正向影響。人力資源管理實務中之人力資源流動及工作系統構面對經營績效之內部流程構面具有顯著正向影響。差異化策略較成本領導策略對物業管理業者之經營績效存在顯著差異。承諾最大化之人力資源管理實務較降低成本人力資源管理實務之經營績效存在顯著差異。因此物業管理業者如可採用『差異化』競爭策略及「承諾最大化」之人力資源管理實務，則有較佳之經營績效。

This study aims to analyze the relationship among competitive strategy, human resource management (HRM) practices and performance in property management.  The research adopts questionnaire to collect data and uses multivariate regression and One-Way ANOVA to test hypothesis.  The research findings suggest that the differentiation strategy has positive effects on the financeial, customer and internal businesss process proformance.  The human resource flow and work system has significant positive impact on the customer and internal businesss processs performance.  Differentiation strategy has significant difference on the performance than cost leadership strategy to property management.  Commitment maximizer practices has significant difference on the performance than cost reducers practices.  Therefore, the property management company which adapts the “differentiation” strategy and “commitment maximizer” practices will have better performance.

目錄
謝辭	i
中文摘要	ii
英文摘要	iii
目錄	iv
圖目錄	v
表目錄	vi
第一章 緒論	1
第一節 研究背景與動機	1
第二節 研究目的	5
第三節 研究流程	6
第二章 文獻探討	7
第一節 競爭策略	7
第二節 人力資源管理實務	13
第三節 經營績效	18
第四節 研究變數間之關係	23
第三章 研究方法	28
第一節 研究架構及假說	28
第二節 研究設計	30
第三節 資料分析方法	34
第四章  實證分析與討論	36
第一節  問卷回收與基本資料分析	36
第二節  效度分析與信度分析	41
第三節  敘述性統計分析	46
第四節  各研究變項之相關分析	50
第五節  差異性分析	52
第六節  假說驗證	65
第五章  結論與建議	70
第一節  研究結論	70
第二節  實務意涵	72
第三節  研究限制及後續研究建議	73
參考文獻	75
 
圖目錄
圖1-3-1研究流程圖	6
圖2-1-1 Porter競爭策略	10
圖2-3-1轉換願景與策略：四個衡量構面	20
圖3-1-1觀念性架構	28



 
表目錄
表2-2-1策略性人力資源管理與傳統人事管理之差異	16
表2-2-2控制基礎與承諾基礎人力資源管理系統的政策特徵	17
表2-4-1 Arthur企業競爭策略與人力資源管理實務類型之配適關係	24
表2-4-2 Bae et al.企業競爭策略與人力資源管理實務類型之配適關係	25
表4-1-1業務範疇分析	37
表4-1-2業務項目數分析	37
表4-1-3公司概況說明	38
表4-1-4公司員工人數及平均服務年資	39
表4-1-5公司營收及獲利狀況	39
表4-1-6填答者職稱及年資	40
表4-2-1競爭策略量表之因素分析	42
表4-2-2人力資源管理實務量表之因素分析	43
表4-2-3經營績效量表之因素分析	44
表4-2-4各構面之信度分析	45
表4-3-1競爭策略構面之敘述性統計分析	46
表4-3-2人力資源管理實務構面之敘述性統計分析	47
表4-3-3經營績效衡量構面之敘述性統計分析	49
表4-4-1各構面之Pearson積差相關分析	50
表4-5-1業務範疇在競爭策略、人力資源管理實務及組織績效之差異性分析	53
表4-5-2成立年數在各研究變數之差異性分析	54
表4-5-3服務案點數和所有權型態在各研究變數之差異性分析	55
表4-5-4員工人數在各研究變數之差異性分析	57
表4-5-5員工平均服務年資在各研究變數之差異性分析	58
表4-5-6總營業額在競爭策略、人力資源管理實務及組織績效之差異性分析	59
表4-5-7營收成長（衰退）率在各研究變數之差異性分析	61
表4-5-8稅後獲利（虧損）率在各研究變數之差異性分析	62
表4-5-9資本額在各研究變數之差異性分析	63
表4-5-10競爭策略的差異在經營績效影響上之差異性檢定	64
表4-5-11人力資源管理實務類型的差異在經營績效影響上之差異性檢定	65
表4-6-1競爭策略對經營績效之影響性分析	66
表4-6-2「人力資源管理實務」對經營績效之影響性分析	67
表4-6-3競爭策略類型與人力資源管理實務類型予以配對	68
表4-6-4競爭策略與人力資源管理實務之適配度與經營績效之差異性檢定	69
表5-1-1假說驗證表	71

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