AI驅動的AMO人力資源管理實務對工作績效之影響：知識擷取與員工創新行為的連續中介角色

Abstract

人力資源管理流程日益受到人工智慧（AI）的影響，人力資源管理是企業數位轉型的重要組成部分，更是提升企業競爭力的重要環節。然而，目前針對AI如何影響人力資源管理實務提升員工工作績效的研究仍相對有限，尤其缺乏對知識擷取能力與員工創新行為的連續中介效果之探討。因此，本研究結合能力-動機-機會（AMO）框架，將員工的能力、動機和機會視為提升工作績效的關鍵因素，AMO框架強調，員工的能力提升有賴於持續的學習與發展，動機源於內外部的激勵措施，而機會則涉及工作環境與組織資源的支持，並探討AI驅動的人力資源管理實務如何透過知識擷取能力與員工創新行為影響員工的工作表現。本研究採用滾雪球抽樣法發放SurveyCake線上問卷，工作中實際運用AI驅動AMO人力資源管理實務之員工作為研究對象，回收有效問卷為246份，使用SPSS 23.0與SmartPLS 4統計分析軟體進行數據分析處理。研究結果顯示（1）AI驅動能力增強型與動機增強型之人力資源管理實務與知識擷取不具有影響；（2）AI驅動機會增強型之人力資源管理實務與與知識擷取具有正向影響；（3）AI驅動能力增強型之人力資源管理實務與工作績效不具有影響；（4）AI驅動動機增強型與機會增強型之人力資源管理實務與工作績效具有正向影響；（5）知識擷取與員工創新行為具有正向影響；（6）員工創新行為與工作績效具有正向影響；（7）知識擷取與員工創新行為不會連續中介AI驅動能力增強型與動機增強型之人力資源管理實務與工作績效之間的關係；（8）知識擷取與員工創新行為會連續中介AI驅動機會增強型之人力資源管理實務與工作績效之間的關係。本研究結合AMO框架與AI驅動實務的觀點，說明知識擷取與創新行為在提升工作績效過程中的中介角色，並透過重要-表現矩陣分析（IPMA）與多群組分析，提供不同規模企業實務推行上的具體建議。Human resource management processes are increasingly influenced by artificial intelligence (AI). HR management is a crucial component of an organization's digital transformation and a key factor in enhancing competitive advantage. However, current research on how AI influences HR practices to improve employee performance remains relatively limited, particularly regarding the serial mediation effects of knowledge acquisition capability and employee innovative behavior. Therefore, this study integrates the Ability-Motivation-Opportunity (AMO) framework, considering employees' abilities, motivations, and opportunities as critical factors influencing job performance. The AMO framework emphasizes that employee capabilities depend on continuous learning and development, motivation arises from internal and external incentives, and opportunities involve supportive work environments and organizational resources. This research investigates how AI-enabled HR management practices influence employee performance through knowledge acquisition and innovative behavior. Using snowball sampling, this study distributed SurveyCake online questionnaires targeting employees who practically apply AI-enabled AMO HR management practices. A total of 246 valid responses were collected and analyzed using SPSS 23.0 and SmartPLS 4 statistical software. Results indicated: (1) AI-enabled ability-enhancing and motivation-enhancing HR practices did not significantly impact knowledge acquisition; (2) AI-enabled opportunity-enhancing HR practices positively influenced knowledge acquisition; (3) AI-enabled ability-enhancing HR practices did not significantly impact job performance; (4) AI-enabled motivation-enhancing and opportunity-enhancing HR practices positively impacted job performance; (5) knowledge acquisition positively influenced employee innovative behavior; (6) employee innovative behavior positively impacted job performance; (7) knowledge acquisition and employee innovative behavior did not serially mediate the relationship between AI-enabled ability-enhancing and motivation-enhancing HR practices and job performance; (8) knowledge acquisition and employee innovative behavior did serially mediate the relationship between AI-enabled opportunity-enhancing HR practices and job performance. This study integrates the AMO framework and AI-enabled practical perspectives, elucidating the mediating roles of knowledge acquisition and innovative behavior in enhancing job performance. Additionally, it provides practical recommendations tailored for companies of varying sizes, based on the outcomes of multi-group analysis and Importance-Performance Matrix Analysis (IPMA).