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請使用永久網址來引用或連結此文件:
http://ir.lib.ncu.edu.tw/handle/987654321/10587
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題名: | 跨國企業在台子公司人力資源管理制度之比較 |
作者: | 李梨君;Li-Chun Lee |
貢獻者: | 人力資源管理研究所碩士在職專班 |
關鍵詞: | 日本;美國;人力資源管理;歐洲;跨國企業;國家文化;文化;HRM;Culture;MNC |
日期: | 2003-07-04 |
上傳時間: | 2009-09-22 14:02:44 (UTC+8) |
出版者: | 國立中央大學圖書館 |
摘要: | 在跨國企業國際化的運作中,以世界觀點而言、乃是將經營資源做最適當的分配,獲致最大競爭力使得投資收益最大化。而當組織面臨資本與技術越來越容易取得的持續競爭壓力下,許多企業紛紛把焦點轉移至尋找內部資源以維持持久競爭優勢。Wright (1992)以整合人力資源需求的觀點,認為人力資源足以作為企業維持競爭優勢的資源。由於人力資源具備抽象,不易觀察且不易被模仿的特質,所以人力資源管理在跨國企業管理策略的執行過程中,佔有關鍵性的致勝地位。而由於母國與子公司當地國家文化背景之差異,跨國企業的管理運作一向帶有文化色彩,跨國企業在台灣的人力資源管理不可避免亦會受到跨文化差異帶來之衝擊。近年來,因全球化腳步的快速丕變,產業環境也隨之產生劇烈變化,在台外商人力資源管理制度也必須因應內外環境衝擊而有所調整,跨國企業為求全球運籌成功,如何在母國與當地文化間取得最佳適配之平衡並發揮最大人力資源管理效益以取得內部競爭優勢,實是跨國企業必須面對的挑戰。 本研究旨在探討跨國企業在台子公司人力資源管理制度之差異,主要針對跨國企業在台子公司之人力資源管理制度實務進行調查與研究,並由國家文化之角度切入進而討論各國制度之差異與跨國企業在台灣當地環境的影響下是否有趨同傾向。在資料的蒐集上,本研究以跨國企業在台之子公司為研究對象,進行調查研究。 本研究總計回收之有效樣本為167份,回收率19.04%。由本研究對人力資源管理活動在美、日、歐、亞之比較,及各國對人力資源管理制度的重視程度與差異分析結果顯示出,因文化、價值觀之先天性差異會導致跨國企業運作之認知與管理作法的不同。雖然從分析中可以看出各國因不同背景與考量因素,而對本身著重之人力資源管理制度有不同設計,但也由於所研究公司皆為在台之外商公司,在制度上會做些許調整以因應台灣之政治,文化,當地民情等外部環境,因此這些國家的人力資源管理活動在台灣的調查結果,大致呈現相同趨勢,在更深入探究比較下,仍發現有程度上的差異。因此,本研究結果發現,跨國企業在台子公司對人力資源活動的執行程度,仍會受到母國文化,政策之影響,而確實存在著差異。 Under the international operation of Multinational Corporations (MNCs), the most important task is to deploy a best-fit allocation on management resources, further obtain the most competitive advantage to make maximum profit. While encountering the pressure of easy approach on capital and technology, the interest in HRM has been enhanced by recent findings that human resource policies and practices can be a source of sustained competitive advantage to firms. From the perspective of human resources integration, Wright (1992) indicated human resources could be regarded as a key business resource to maintain core competitive advantage. However, many researches also pointed out the “nationality effect” in the management of human resources management by MNCs. Relevant literatures assesses the elements of national environments that are most likely to influence MNCs behaviour. To face the challenge in increasing global competition, MNCs need to leverage the strengths both from Mother and Local companies. In the case of the MNCs, there is the need to address the fit of corporate culture with the different national cultures of their subsidiaries to assure strategy implementation, particularly HRM strategy. Our research was undertaken to probe into the differences on HRM systems implemented in MNCs Taiwan Subsidiaries. The targeted objects of this research come from MNCs in Taiwan. The study mainly intends to explore, under the differences in the national cultures of the subsidiaries, the degree of similarity to the HRM implementation of MNCs in Taiwan. This research received 167 valid questionnaires, and the valid receiving rate is about 19.04%. After data analysis, this research found drawing from a cultural values and country origin perspective, HRM implementation in America, Japan, Europe and Asia do exist with differences. In general, results supported hypothesized differences in HR practices of firms from different countries. Even though implications of the results indicated that MNCs in Taiwan have tendency to approach some degree of similarity in HRM and the need to adapt HRM practices to the local environment in which the subsidiary is operating is obvious, national origin of the MNCs is definitely a major influence on the trade-off between global integration and local adaptation. |
顯示於類別: | [人力資源管理研究所碩士在職專班 ] 博碩士論文
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