全球貿易自由化已成為潮流，國內電子產業將面臨更嚴峻的產業環境變動與競爭，對於優秀人才的羅致與競爭優勢的維持也將更為殷切。
Birkinshaw（2004）指出，一個長期成功的高績效組織，應平衡搭配具備著重長期發展的適應能力（adaptability）與短期擴張的聚焦能力(alignment)，而非數線兩端的概念。組織在運作過程中，所選擇不同的人力資源管理活動，能夠讓員工感受到組織對其支持是出於自願，其作為符合員工期望，除了充份應用有限資源，使其更具彈性化，可避免因面對外在環境重大的變化，而造成企業的損失。
本研究係以台灣電子業為抽樣主體，作為問卷調查對象，主要探討有四，其一，人力資源管理活動對工作滿意之影響；其二，人力資源管理活動對員工知覺組織支持有正向之影響；其三，員工知覺組織支持與員工工作滿意有正向之影響；其四，員工知覺組織支持對人力資源管理活動與工作滿意具有完全中介效果。
本研究共發240份問卷，個案公司在大陸分公司回收152份，台灣母公司回收55份，合計回收問卷207份，回收率為86%。實收有效問卷共157，有效回收率65%。利用迴歸分析方法，最後研究結果：1.人力資源管理活動對員工工作滿意有正向影響；2. 員工感知組織對其支持會因為人力資源管理活動而受影響；3.員工對工作的滿意程度會因為感受到組織對其支持而有差異；4.當員工感受到組織的人力資源管理活動作為是員工所期望，其工作滿意程度相對來得高。

The global trade liberalization has already become the current condition. The domestic electronic industry will face more rigorous industrial environment change and competition. Therefore, it is very important to recruit and to keep an outstanding talented person’s involve and to maintain the competitive advantage of the company.
Birkinshaw (2004) pointed out that a long-term successful high performance organization should balance both its adaptability which emphasize on the long-term development and its alignment ability which emphasize on the short-term extend, rather than the few line both end. In the operation process, different human resource practices decisions made by the organization would influence the perception of the staffs, make them feel that the organization is voluntarily supporting them and satisfying their expectation. Besides fully apply the limited resources and make them more flexible, it also can help the organization to avoid certain extent of lost because of the external environment change.
This research takes Taiwan electronics industry as sampling main body proceeding questionnaire survey. The main study has four issues. First, the influence of human resources management practices on job satisfaction. Second, human resource best practices have positive effect on the employees’ perceived organizational support. Third, employees’ perceived organizational support has positive effect on the employees work satisfaction. Fourth, employees’ perceived organizational support has completely intermediary effect on the work satisfaction.
This research had send out 240 questionnaires to employees. There are 208 responses and 38 of them are invalid. The percentage of valid respondents is 70.8%. Among the 208 respondents, 153 of them are from the mainland subsidiary and the last 55 respondents are from Taiwan. Base on the regression analysis, we concluded that. First, the human resource best practices have positive effect on the employees’ satisfaction. Second, employees perceived organizational support would be affected by human resource management practices. Third, employees’ job satisfaction would be affected by the perceived organizational support. Forth, there will be relatively high job satisfaction when the employees perceived organizational human resources practices can meet their expectation.

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