The Impact of Human Resource Management and Standardized Management, Enterprise Culture Toward Organizational Effectiveness in The Vehicle Industry of China

บทคัดย่อ

The purpose of this study were to explore the impact of (independent variables) human resource management, enterprise culture and standardized management on (dependent variable) organizational effectiveness towards the vehicle industry of China. This research was a quantitative research. The survey of this research was observed on the employees who are working in automotive and equipment manufacturing company in Jinan, Shandong province, China.The 400 respondents were participated in this study. Data were collected by using questionnaire on the Google form to allow respondents to fill in their responses by accessing the link of the questionnaire through their electronic device. The achieved data were analyzed by using descriptive and inferential statistics.

           For this purpose, this study evaluated the impact of HRM, enterprise culture and standardised management impact on the Organizational effectiveness through the vehicle industry of China. The demographic data showed that the majority of workers in the vehicle industry of China are male, between the ages of 31 – 40 years, and make less than and equal to 3000 RMB. The study evaluated the data using statistical methods of descriptive analysis and regression analysis. The findings of the study highlighted the significant influence of the HRM, enterprise culture and standardised management impact on Organizational effectiveness. However, a few independent variables are insignificant to the Organizational effectiveness which include recruitment and selection, salary system, adaptability and staffing and selection system of the vehicle industry of China. As a result, the management of the firm must concentrate on the personnel and selection method, wage structure, and flexibility. Managers of the vehicle industry of China must update Organizational policies and systems in relation to training, development, and compensation.