一直以來，歷久彌新、永續經營是所有企業傳承的不二法門，除了組織內部必須擁有健全的人力資源管理制度，與員工之間關係的培養、工作氛圍的營造等，因為涉獵極為寬廣，故而此為一門大學問。假使企業能建構出一套合適的工作發展機制，並長此依循，同時提供充分資源，員工自然而然對組織產生認同感，視自身與組織利益為一體不可區分，竭盡全力為組織效勞。如今各行各業面臨著人才爭奪的考驗，唯有體認員工為其珍貴資產，更是成功的充要條件，於是統籌人力資源發揮其最大效用為本研究之目的。以員工所認知之高績效工作系統之角度作為本研究起始點，探討對員工工作態度與行為—工作投入、自我效能產生之作用，進而影響個人工作績效。同時探究工作投入、自我效能之於員工認知之高績效工作系統與個人工作績效間之中介效果。並進一步探討在關心員工氛圍的調節作用下，工作投入、自我效能與個人工作績效間之影響。
本研究主要以臺灣本土企業為研究對象，研究問卷分為A、B兩類，以郵寄及親自遞送之方式，總計發放247份，回收有效樣本215份，有效樣本回收率87.4%。本研究使用層級迴歸分析進行研究假說之驗證。實證分析結果如下：
(一) 員工認知之高績效工作系統對工作投入具有正向影響。
(二) 員工認知之高績效工作系統對自我效能具有正向影響。
(三) 工作投入對個人工作績效具有正向影響。
(四) 自我效能對個人工作績效具有正向影響。
本研究主要貢獻如下：首先，以員工認知之高績效工作系統為研究主變數，分別驗證對工作投入、自我效能之影響，進而對個人工作績效產生作用；再者，探討工作投入、自我效能於員工認知之高績效工作系統與個人工作績效間之中介效果。最後，探討關心員工氛圍存在之調節效果，以供後續研究之參考。

Until now, sustainable development is the one and only way for all companies to inherit. In addition to providing comprehensive human resources management system within organization, companies also need to cultivate the relationship among employees and create the climate of work environment. When companies establish a suitable series of career development mechanisms and follow-up in the long run, and providing sufficient resources, then employees with high organizational commitment as a matter of course. Employees would identify themselves with organization and make all-out effort. Nowadays, every trade is experiencing the talent competition. Employees are the key factor of companies’ success only when companies realize that employees as their valuable assets. Therefore, coordinating HR for the maximum effect is the purpose of this study.
The study try to explore the relationship between employee perceived HPWS and job engagement, self-efficacy, which affects individual performance. We also exam whether job engagement and self-efficacy as mediators between employee perceived HPWS and individual performance. Furthermore, we test whether concern for worker climate moderate the relationship between job engagement, self-efficacy and individual performance.
The research is performance through the questionnaires survey with two version to Taiwanese companies, one for team leader and the other for team member. Overall, a total of 247 questionnaires were distributed, and 215 valid questionnaires were returned, resulting in a return rate of 87.4%. We use hierarchical regression analysis to verify all hypotheses.
Our results can be summarized as follows. First, employee perceived HPWS is positively related to job engagement and self-efficacy. Second, job engagement and self-efficacy are positively related to individual performance. Third, job engagement mediates the relationship between employee perceived HPWS and individual performance. Finally, self-efficacy mediates the relationship between employee perceived HPWS and individual performance.

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