دانلود مقاله اثرات مدیریت منابع انسانی و مدیریت دانش بر عملکرد سازمانی غیر مالی
چکیده
مقدمه
مروری بر مطالعات پیشین
مدل مفهومی
مدل سازی معادلات ساختاری
روش شناسی تحقیق
اندازه نمونه و جمع آوری داده ها
نتایج
بحث
نتیجه گیری
منابع
Abstract
Introduction
Literature review
Conceptual model
Structural equation modeling
Research methodology
Sample size and data collection
Results
Discussion
Conclusion
References
چکیده
هدف این مقاله بررسی شواهد تجربی تأثیرات مدیریت منابع انسانی (HRM) بر مدیریت دانش (KM) و بر عملیات غیر مالی شرکت‌های ساخت‌وساز زیرساخت در تایلند است. ما از مدل‌سازی معادلات ساختاری (SEM)، ترکیبی از تحلیل عاملی و تحلیل مسیر، برای بررسی رابطه بین این سه سازه استفاده کردیم. هنگامی که یک مدل مفهومی توسعه یافت، سپس از تحلیل عاملی تأییدی برای تأیید ساختار عاملی مجموعه ای از متغیرهای مشاهده شده استفاده کردیم. سپس از SEM برای آزمون سه فرضیه پیشنهادی استفاده شد. نتایج مدل تئوری‌شده را پشتیبانی می‌کند و نشان می‌دهد که یک رابطه مثبت و مستقیم بین HRM و KM وجود دارد. بین دانش و عملیات غیر مالی. و بین HRM و OP غیر مالی در شرکت های ساخت و ساز زیرساخت تایلندی. علاوه بر این، KM یک واسطه بین HRM و OP غیر مالی است. این مطالعه شواهد تجربی بیشتری از اهمیت بهبود عملیات غیرمالی از طریق افراد و دانش ارزشمند آنها ارائه می‌کند.
توجه! این متن ترجمه ماشینی بوده و توسط مترجمین ای ترجمه، ترجمه نشده است.
Abstract
This article aims at studying the empirical evidence of the impacts of human resource management (HRM) on knowledge management (KM) and on non-financial OP of infrastructure construction firms in Thailand. We used structural equation modeling (SEM), a hybrid of factor analysis and path analysis, to investigate the relationship among these three construct. Once a conceptual model was developed, we then employed confirmatory factor analysis to verify the factor structure of a set of observed variables. Then, SEM was used to test the three proposed hypotheses. Results supported the theorized model, indicating that a positive and direct relationship exists between HRM and KM; between knowledge and non-financial OP; and between HRM and non-financial OP in Thai infrastructure construction firms. Additionally, KM was found to be a mediator between HRM and non-financial OP. This study provides additional empirical evidence of the importance of improving non-financial OP through people and their valuable knowledge.
Introduction
The construction industry is recognized as one of the key engines for economic growth [1], [2]. Characterized by its labor intensiveness, the construction industry also provides work for a large proportion of the labor market and accounts for a significant contribution to the world’s gross domestic product [3]. For example, the Thai construction industry was valued at about 1.2 trillion baht (about US$40,000 million) and accounted for about 8% of the country’s GDP in 2019. The total pool of construction workers in Thailand is about 2.4 million people [4]. On the basis of historical data of public construction projects in Thailand, total labor costs are estimated to be about 30%–37% of total material costs for a typical building project. In addition, with an average markup (i.e., project and general overhead plus profit) of about 25% of total direct costs (i.e., material, labor, and equipment costs), the labor costs can be estimated to be about 20% of the total construction value. Therefore, on the basis of the previously estimated construction cost structure, construction workers in Thailand currently receive, on average, a daily wage of about US$11.57 dollars, which is almost in line with the country’s minimum wage of US$11.03 per day (Thailand’s Ministry of Labor).
Conclusion
The construction industry is recognized as a key engine for economic growth. The industry represents about 8%–9% of Thailand’s GDP. The Thai construction industry currently benefits from large government spending on strategic infrastructure projects such as high-speed rail, intercity motorways, and airports.
Past theories and empirical evidence indicated that there existed a positive relationship between HRM and OP; between HRM and KM; and, between KM and OP. However, these theories have never been tested in the context of construction firms specialized in infrastructure projects. This article, therefore, aimed at studying the impacts of HRM on KM and, ultimately, on non-financial OP of leading infrastructure construction firms in Thailand, using SEM to investigate the causal relationship among the three constructs (i.e., HRM, KM, and non-financial OP).
H1: HR practices have positive impacts on non-financial OP
H2: HR practices have positive impacts on KM
H3: KM has positive impacts on non-financial OP