隨著網路時代的快速發展，資訊科技的普遍應用，傳統的組織資源在市場的競爭上已不再具有絕對的關鍵地位（Pheffer, 1994；Becker & Gerhart, 1996）。從傳統的角度來看，企業競爭優勢不外乎產品的品質、成本的控制和品牌的經營等等，但是若要形成這些優勢，「人」的因素絕對是不可或缺的。根據Barney的資源基礎觀點所主張產生持久競爭優勢的組織資源必須具備四項要件：1.具價值性（valuable） 2.稀少（rareness） 3.不易模仿（imperfect imitability） 4.無法取代（ insubstitutability）。因為這樣的企業特有資源正是企業競爭優勢的來源，而競爭優勢正是企業績效產生的原因。
    人力資源策略與組織策略配合，可以幫助企業利用市場機會，提昇企業內部的組織優勢，幫助企業達成其策略性目標（Lewin & Mitchell,1995）。所以以策略性的觀點來管理企業的人力資源，才能幫助企業創造績效。
    本研究架構可分三大部分，第一部分探討「不同類型的組織文化」、「HR 主管的人格特質」及「主從交換關係」對「人力資源管理策略化程度」的影響；第二部分則衡量「人力資源管理策略化程度」對人力資源效能與組織績效的影響；第三部分探討「人力資源管理策略化程度」在本研究中之中介效果。
    問卷調查方式採紙本及網路問卷之便利取樣，以人力資源部門中的主管職務人員為研究對象，紙本問卷共發出180份問卷，回卷有效樣本數為65份，有效回卷率36.11%。網路問卷共回收58份。總計123份。資料經由初步統計分析歸納運算出各變項值，接著，分別運用簡單迴歸、階層迴歸分析、及變異數分析探討各變數間的關係。分析結果如下：(1)組織文化及主從交換關係的品質對人力資源管理策略化程度會有顯著影響，但馬基維利主義人格特質則對人力資源管理策略化程度則沒有顯著影響。(2)人力資源管理策略化程度越高對人力資源效能、組織績效皆有正向顯著影響。(3)不同類型的組織文化、主從交換關係對人力資源效能與組織績效之影響會受到人力資源管理策略化程度的部份中介效果之影響。
    本研究的貢獻在於再次確定了人力資源管理策略化程度對人力資源效能與組織績效的正向影響，以及欲提高組織之人力資源管理策略化程度則可以透過組織文化的塑造及主從交換關係品質的提昇的途徑來進行。

With the rapid development of the Internet era and the universal application of information technology, traditional organizational resources do not have the absolute advantage to compete in the market（Pheffer, 1994；Becker & Gerhart, 1996）. By resource-based view, if an organization wants to have sustainable competitive advantage, she  must have four resources elements: 1.valuableness 2.rareness 3.imperfect imitability 4. insubstitutability。Because the unique resource of the organization is the source of competitive advantage, and competitive advantage is the cause of business performance.
  Human resource management strategy included in organizational strategies can help organization to enhance internal advantages by taking advantage of market opportunities,  and to help organization achieve their strategic objectives（Lewin & Mitchell,1995）. Therefore, to manage human resources in the view of strategy can help organization to promote the performance.
  The content of this research can be divided into three parts. In the first part, we
investigate the influences of “different types of organization culture”,“HR manager's personality traits”and “LMX(leader-member exchange relationship)” on “the strategic degree of  HRM”. The second part we investigate the influences of “the strategic degree of HRM” on “HRM department's performance” and “organization performance”. The third part we test the mediator effect of “the strategic degree of HRM”on the relationship between independent variables and dependent variables.
Questionnaire survey is adopted by paper and Internet routes to HRM department superintendent for this research. The effective sample size are 123, and there are 58 questionnaires were collected by Internet, other 65 are by mail . Through simple regression , hierarchical regression and ANOVA analysis, the results show that:
1. Both of different types of organizational culture and quality of LMX had a significant impact on the strategic degree of HRM. But HR managers’ personality traits didn’t have a significant impact on the strategic degree of HRM.
2.The higher the strategic degree of HRM will impact favorably on “HRM department's performance” and “organization performance.
3.The effects of “different types of organization culture” and “LMX” on “HRM department's performance” and “organization performance” are affected by “the mediator effect of the strategic degree of  HRM”.
The contribution of this research confirms positive effects of “the strategic degree of HRM” on “HRM department's performance” and “organization performance” once again. For this reason we should improve the strategic degree of HRM by modeling organization culture and upgrading the quality of LMX.

目錄
目錄	I
表目錄	II
圖目錄	III
第一章  緒論	1
第一節	研究背景與動機	1
第二節	研究目的與問題	4
第三節	研究流程與範圍	5
第二章   文獻探討	7
第一節	策略性人力資源管理發展概況與相關理論	7
第二節	組織文化之相關理論	15
第三節	主從交換關係之相關理論	21
第四節	人格特質之相關理論	25
第五節	人力資源管理績效之相關理論	31
第六節	各變項間之交互作用	37
第三章    研究方法	39
第一節   研究架構與假說	39
第二節	研究變數之定義與衡量	42
第三節	研究設計	46
第四節	資料分析方法	47
第四章    資料分析與結果	49
第一節  樣本回收集樣本資料分析	49
第二節  各變項之因素分析	53
第三節	不同類型的組織文化、HR部門主管人格特質與LMX對人力資源管理策略化程度上的迴歸分析	66
第四節	人力資源管理策略化程度對人力資源效能、組織績效的迴歸分析  		68
第五節	中介效果之檢驗	69
第六節	人口統計變項在組織文化、人格特質、LMX和人力資源管理策略化程度之分析	72
第五章  結論與建議	83
第一節	結論與討論	83
第二節	討論與管理意涵	86
第三節	研究限制與後續研究建議	89
參考文獻	91
中文文獻：	91
英文參考文獻：	93
表目錄
表2-1   人力資源管理功能與企業決策層級的關係	13
表2-2   組織文化的定義	15
表4-1   問卷回收樣本分析	49
表4-2   紙本問卷回收統計	49
表4-3   人口統計變項分配表	51
表4-4   組織文化之KMO與Bartlett檢定	53
表4-5   組織文化轉軸後的成份矩陣a	54
表4-6   組織文化之解釋變異及Cronbach’s α值	55
表4-7   人格特質之KMO與Bartlett檢定	55
表4-8   人格特質轉軸後的成份矩陣	56
表4-9   人格特質之解釋變異及Cronbach’s α值	57
表4-10  主從交換關係KMO與Bartlett檢定	58
表4-11  LMX轉軸後的成份矩陣	59
表4-12  LMX之解釋變異及Cronbach’s α值	60
表4-13  人力資源管理策略化程度KMO與Bartlett檢定	61
表4-14  人力資源管理策略化程度之解釋變異及Cronbach’s α值	61
表4-15  人力資源效能KMO與Bartlett檢定	62
表4-16  人力資源效能轉軸後的成份矩陣	63
表4-17  人力資源效能之解釋變異及Cronbach’s α值	64
表4-18  組織績效KMO與Bartlett檢定	64
表4-19  組織績效之解釋變異及Cronbach’s α值	65
表4-20  不同類型的組織文化、HR部門主管人格特質	66
與LMX對人力資源管理策略化程度ANOVA表	66
表4-21  不同類型的組織文化、HR部門主管人格特質	66
與LMX對人力資源管理策略化程度複迴歸分析表	66
表4-22  創新型文化、支持型文化、人格特質、LMX	67
與人力資源管理策略化程度之各別簡單迴歸分析表	67
表4-23  人力資源管理策略化的程度和	68
人力資源效能、組織績效之簡單迴歸表	68
表4-24  人力資源管理策略化的程度	68
與人力資源效能各因子之簡單迴歸分析表	68
表4-25  創新型文化、支持型文化及LMX	70
對人力資源效能之階層式迴歸分析表	70
表4-26  創新型文化、支持型文化及LMX	71
對組織績效之階層式迴歸分析表	71
表4-27 人口統計變數在創新型文化之變異數分析	72
表4-28 人口統計變數在支持型文化之變異數分析	73
表4-29 人口統計變項在人格特質之變異數分析	75
表4-30 人口統計變數在LMX之變異數分析	76
表4-31 人口統計變數在人力資源管理策略化程度之變異數分析	78
表4-32 人口統計變項在人力資源效能之變異數分析	79
表4-33 人口統計變項在組織績效之變異數分析	81
表5-1	83
表5-2	84
表5-3	84
表5-4	85
圖目錄
圖1-1 本研究之流程圖	6
圖2-1 策略性人力資源的概念	12
圖3-1 研究架構圖	39
圖4-1 中介模式示意圖	69

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