| 摘要: | 我國以海島經濟立國，企業在既無豐沛的天然資源及富饒的礦產作屏障，加上內需市場及政府奧援皆非常有限的情況下，憑藉著自身刻苦耐勞的民族性，胼手胝足，一步一腳印的漸漸在現實的全球整體經濟中開枝散葉。尤其是在2002年我國對大陸開放投資，近幾年又陸續與對岸簽訂了「海峽兩岸經濟合作架構協議」（簡稱ECFA））及「海峽兩岸服務貿易協定」（簡稱CSSTA）後，更加速了我國企業至對岸投資的腳步，投資的領域亦已從早期的製造業，擴展到醫療、金融、保險及電訊網路等…服務業；而對岸亦基於平等互惠的條件，亦早已延伸觸角，跨岸到我國從事商務活動多時。
在我國企業進行國際性投資並與時間賽跑的同時，複製在我國的成熟經營模式至投資國，此觀念早已深植每位我國企業經營者心中。而熟悉此成熟經營模式的種子人才，即為關係到此企業是否能在異地快速致勝的關鍵。另，在面臨對岸覬覦我國具有國際性管理經驗的優質人才下，兩岸又掀起另一波的搶人大戰。然而，根據Global Relocation Trends Report（GMAC Global Relocation Services,2006）的調查顯示，有23%的回任者在回任當年隨即離職、有20%在回任後的一年到兩年內離開母公司。是故，如何能讓具有複製成功模式能力及經驗的關鍵人才，願意無後顧之憂的遠赴海外戰場，且在最短期間內達成海外使命，並在其達成使命後，能將其寶貴的海外經驗得以傳承及延續，進而確保企業的永續經營。是目前人力資源管理的重要課題之一。
本研究主要透過我國籍七家不同產業跨國性企業的深度訪談，除一窺此七家跨國性企業在實施派外回任管理措施的現況外；同時，亦希翼探討回任管理措施對於員工之可能影響因素。
;Our country was established with an island economy. Without sufficient natural resources and rich mineral production as a backup, as well as very limited domestic demand and government support, businesses relied on the hard-working characteristics of the Taiwanese people to gradually blossom in the global economy, especially in 2002, when Taiwan lifted restrictions toward investments toward China. In the last few years we also signed the “Economic Cooperation Framework Agreement“ (ECFA) and the “Cross-Strait Service Trade Agreement“ (CSSTA), which drastically sped up our investments in China. Our areas of investment are no longer merely within the manufacturing field, but now extend to medicine, finance, insurance, telecommunications, and other fields of service. On the other hand, China, on mutually beneficial conditions, has already reached out and crossed over for business exchanges for a while.
While our corporations race against time to invest internationally, the idea of replicating the solid business management style onto the invested country has already been deeply implanted in the hearts of every native CEO. Talented employees familiar with this management style are key factors in the success of the company’s future expansion internationally. But facing China’s coveting and persistent recruitment of our nation’s international business management elites, a new wave of “talent scouting war” between our country and China has risen. Yet, according to the study of Global Relocations Trends Report (GMAC Global Relocation Services, 2006), 23% of returning employees resigned the year they returned, and 20% leave the parent company within a year or two of returning. So, how do we convince those experienced employees capable of duplicating the successful management models to willingly continue to work overseas, complete their missions in the shortest time possible, and pass down their precious international management knowledge to those back home, guaranteeing a lasting operation of the company? Currently, this is one of the most crucial issues in studying human resources management.
This study, through intense interview sessions with 7 native-based international corporations in different fields, will not only discuss the situation of repatriating employees working overseas, but also address how factors from this process may affect the repatriated employees. |
