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E90054
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台商派駐中國大陸人員國際人力資源管理模式與實證之研究
A Study on the IHRM Model and Its Empirical Research for Expatriates of Taiwanese Business Mainland China
1.周福星
1.Fu-shing Chou
1.長榮管理學院經營管理研究所
1.Graduate School of Business and Operations Menegement, Chang Jung Christian University
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1.長榮管理學院經營管理研究所
1.Graduate School of Business and Operations Menegement, Chang Jung Christian University
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1.行政院國家科學委員會
1.National Science Council
A.14 計畫執行期間(起):2001-08-01
A.14 計畫執行期間(訖):2002-07-31
2002-03-012002-06-30
A.16 收到日期:2002-11-15
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台商派外至中國大陸人員,且已回任至台灣母公司人員

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C.2 聯絡日期:2002-11-26
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1.長榮管理學院經營管理研究所
1.Graduate School of Business and Operations Menegement, Chang Jung Christian University
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C.7 資料公開日期:2003-08-01
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008
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1.外派人員
2.國際人力資源管理
3.跨文化訓練
4.適應
5.績效評估
1.Adjustment
2.Cross-cultural Training
3.Expatriate
4.IHRM
5.Performance Appraisal
企 業要走向國際化與全球化有很多的因素需要考量,而「人」就是最大的關鍵因素。而其中關於外派人員的國際人力資源管理模式之建立,即是目前企業最大的瓶頸。 Baha 和 Will認為國際企業著重於發展國際經理人的國際性才能,以保持企業的國際事務經營能力,並透過組織對國際經理才能的培養與發展,塑造符合企業需求的國際 化人才。宏碁電腦集團董事長施振榮於接受「亞洲企業」雜誌專訪中亦表示,今後最大的管理挑戰是「培養國際企業經理人」。而Tung更指出,原來在總公司表 現優異的駐外經理,並不代表駐外工作一定成功。李元墩與陳博舜亦指出,企業外派人員之生活、文化及情緒適應程度影響其外派工作績效甚重。因此,隨著大陸於 1978年改革開放以來,台商在中國大陸投資的廠家與金額已相當龐大,派駐人員的國際人力資源管理已是重要的課題之一。基於上述,本研究以台灣企業至中國 大陸投資之企業廠商為研究對象,以建構適合我國企業之國際人力資源管理模式,並作實證分析。 本研究建構之國際人力資源管理模式將涵蓋派駐大陸人員之遴選因素、跨文化訓練、主管領導風格、適應程度與回任意願等變項,將依文獻及專家意見而發展出適應 之問卷,再經問卷調查及深度訪談分別蒐集量化與質化的實證資料,本研究所建構的國際人力資源管理模式及實證研究結果,可供在中國大陸之台商及相關單位做參 考。 研究結果發現: (一)台商對其派駐中國大陸人員之遴選因素、教育訓練以及主管領導行為愈重視,則外派人員在當地適應情形愈佳。 (二)台商派駐中國大陸人員在當地適應情形愈佳,則其工作績效愈高而回任意願愈低。 (三)目前台商派駐中國大陸人員平均派外期間有2年7個月,而派外人員適應階段之情形,則蜜月期為第0~1.7個月、文化衝擊期為第1.8~2.6個月、 調適期為第2.7~4個月、熟悉期為第4.1~5.7個月。

There are many factors that need to be taken into consideration when concerning business internationalization and globalization, and “people” is the key factor. However, the construct of IHRM model of expatriates is the main bottleneck for present business development. Baha &Will argued that international business should emphasize on the development of the international competence of international managers in order to maintain the ability of business to manage international issues, and through fostering and developing of international talent by organization. President Shih of Acer Business Group interviewed by the Asian Business Magazine also indicated that the toughest managerial challenge from now on would be the fostering of international managers. The study of Tung indicated that the expatriate managers who are outstanding in the headquarter didn’t necessarily succeed in foreign tasks. The study of Lee and Chen revealed that the adjustment degree of life, culture, and emotion for expatriates influenced the job performance a lot. As the reformation and opening of Mainland China goes, the amount of investment of Taiwanese business in Mainland China has become larger and larger. As a result, the IHRM for expatriates has become one of the most important issues. According to above, this research will take Taiwanese business in Mainland China as the subject to construct the IHRM model and make the empirical analysis. The scope of the IHRM model covered the selecting factors, cross-cultural training, leadership behaviors, the adjustment degree and repatriation intent for expatriates in China. Based upon literature and opinions of experts, this research developed suitable questionnaires. Then, the questionnaire survey and in-depth interview were used to collect quantitative and qualitative empirical data, the empirical research results and IHRM model constructed in the study will be expected to offer the references for Taiwanese business in China and the related authorities concerned. The main results of the study are as follows: 1.The more Taiwanese business in China emphasized on selection, training and leadership for the expatriates, the better adjustment level they were in. 2.The better adjustment level the expatriates were in, the higher job performance and the lower willingness of repatriation they had. 3.The average duration period for the expatriates of Taiwanese business in China is 2 years and seven months. Furthermore, the stages of expatriate’s adjustment are as follows: (1) Honeymoon stage:0~1.7 months (2) Culture Shock Stage:1.8~2.6 months (3) Adjustment Stage:2.7~4.0 months (4) Adaptation Stage:4.1~5.7 months

D.16 完成檢誤日期:2003-11-18
D.17 預定釋出日期:2003-12-15
D.18 初次釋出日期:2003-12-19
D.19_1 最新版釋出日期:2003-12-19
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10.6141/TW-SRDA-E90054-1
http://efenci.srda.sinica.edu.tw/webview/index.jsp?object=http://efenci.srda.sinica.edu.tw:80/obj/fStudy/E90054
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