A Study Of The Inlfuences Of Human Resource Management Strength On Perceived Supervisory Support And Work Outcomes

On one hand, the human resource management in China gradually become more mature,the satiation of Chinese human resource management is not optimistic, and the outstandinghuaman resource is not valued in Chinese enterprises. On the other hand, in human resourcemanagement, any patterns matched of human resource management policies and practices arepossiblely effective, whether the human resource management is effective or not is dependedon whether the context of the human resource management can survey to employeesunambiguously and effectively or not. Therefore, paying attention to what kind of humanresource management needed is a significant practice issue. Based on organizational supporttheory, social identity theory, leadership-member exchange theory and symbolic interactiontheory, a model among human resource management strength, perceived supervisory support,and employees’ work outcomes is constructed in the study to study Chinese’ enterprises’human resource management strength, and the mechanism between human resourcemanagement and employees’ work outcomes, so as to provide some suggestions for Chinesehuman resource management.Above all, the249samples matched by subordinate and supervisor are selected.Structural modeling equation (SEM) is used to fit the data, and find that,(1) human resourcemanagement influences employees’ work attitudes (job satisfaction and organizationalidentification) and job performance positively,(2) human resource management strengthinfluences perceived supervisory support positively,(3) perceived supervisory supportinfluences employees’ work attitudes (job satisfaction and organizational identification) andjob performance positively,(4) perceived supervisory support is a partially mediator betweenhuman resource management and job satisfaction, also between human resource managementand organizational identification, but not between human resource management and jobperformance.The samples are separated into two groups by age, which are the new generation workersand non-new generation workers, and find that,(1) human resource management strengthperceived lower by new generation workers than non-new generation workers, but theirhuman resource management strength perception are both higher than the scale mean that is3,(2) perceived supervisory support by new generation workers is a mediator between humanresource management strength and job satisfaction, but not between human resourcemanagement strength and organizational identification, and not by non-new generation workers,(3) in this study, task performance and job dedication are defined as self-jobperformance, while interpersonal promotion is defined as inter-job performance, and humanresource management strength influences self-job performance positively, among which,human resource management strength influences self-job performance positively in the groupof new generation workers, but not in the group of non-new generation workers. Among thediscussion above, with theories and practices, the explanations are provided for the results ofhypothesis testing and discussion.Finally, according to the above, implications and management strategies are provided forChinese enterprises’ human resource management. And a summary is provided.