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    Please use this identifier to cite or link to this item: http://ir.lib.ncu.edu.tw/handle/987654321/82833


    Title: 大陸一線員工人力問題解決之探討─以A公司大陸廠為例
    Authors: 張仕偉;Chang, Shih-Wei
    Contributors: 高階主管企管碩士班
    Keywords: 民工荒;激勵;勞動人口;激勵;自動化;人力資源管理;Labor Shortage;Workforce;Encouragement;Automation;Human Resource Management
    Date: 2020-01-03
    Issue Date: 2020-06-05 17:22:58 (UTC+8)
    Publisher: 國立中央大學
    Abstract: 中國對台灣來說有著地理位置、同文同種及語言文字溝通無礙等…優勢,最重要的是廣大的勞動力,中國大陸自改革開放後,工業化及城市化急速上昇,台資廠在中國設廠,從之前的勞動力充沛到如今的勞動力短缺,自2003年開始,中國沿海地區開始出現”民工荒”,勞動力不足是現在在中國設廠公司所遇的最大問題,且因中國不斷地提高薪資,讓原本擁有的低勞動力成本優勢,也漸漸消失。
    故本次研究就以2012年A公司在蘇州廠區做的一個離職率改善專案,來說明A公司在中國,就所面對到的中國人力市場及經營環境的快速變化,還有挾著中國政府龐大的補貼,所導致的產業競爭等等問題…所做的一些改善措施,這些改善因光電產業用工之特性,需要大量有經驗技術之一線員工,故需要注意不能有太高的離職率,但又要兼顧到成本,做了一些激勵及改善措施,相信這些改善措施可供後續在中國遇到相同問題的廠商作為參考。
    另針對目前中國大陸的市場、人力及環境等…情勢越來越嚴峻,本次研究也利用SWOT分析,來全面檢討目前A公司的狀況,提列出一些後續可以做的事情,期待A公司可以在中國持續經營下去。
    最後透過研究後提出幾項建議:
    1、企業的人力策略需隨著環境及時間去不斷調整;
    2、適時地搭配激勵措施可以做到有效的留人;
    3、自動及智能化的推廣是必要的重要措施。;China has a geographical position, the same text and the same language. The most important thing is the vast labor force. After the reform and opening up, industrialization and urbanization in China have risen rapidly. Taiwan-funded factories set up factories in China. From the previous labor force to the current labor shortage, since 2003, there has been a “labor shortage” in China’s coastal areas. The shortage of labor is the biggest problem encountered in setting up factories in China, and because China continues to raise salaries, Let the original low labor cost advantage gradually disappear.
    Therefore, this study will use a turnover rate improvement project made by Company A in the Suzhou plant in 2012 to illustrate the rapid changes in China′s manpower market and business environment that company A is facing in China, and the Chinese government. Huge supplements, industrial competition caused by the problem, etc. Some improvement measures of the measures, these improvements due to the characteristics of the photovoltaic industry, require a large number of experienced technical staff, so it is necessary to pay attention to not have too high turnover rate, However, we must take into account the cost and take some incentives and improvement measures. We believe that these improvements will replace those who have encountered the same problems in China.
    In addition to the current market in China, manpower and environment, etc., the situation is getting more and more severe. This study also uses SWOT analysis to comprehensively change the current situation of Company A, and to mention some things that can be done in the future. Continue to operate in China.
    Finally, through the research, several suggestions are made:
    1. The company′s manpower strategy needs to go through the environment and time to adjust continuously;
    2, timely landlord incentives can be effective to retain people;
    3, automatic and intelligent promotion is an important and necessary measure..
    Appears in Collections:[高階主管企管(EMBA)碩士班] 博碩士論文

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